Calculation of OEE- Overall Equipment Efficiency

OEE is an important metric, as it ties-in, well with the objectives of TPM program, which aims at having,

Zero-defects,

Zero-breakdowns and

Zero- stops in the production process.

The three components of overall equipment effectiveness metric are:

1. Availability
2. Performance
3. Quality

The definitions of each of above components are as below,

1. Availability– is a measure of the time in percentage that a process is available for productive work. Availability matrix is important to measure and ensure that there are no break-downs and downtime beyond already planned downtime.
2. Performance– Is measures of how well a process performed against the set targets and mainly base on the speed of production
3. Quality– is a measure of good parts percentage, against total parts produced. This has relation with defective part produced from the process, rework.

OEE = Availability X Performance X Quality

WHAT ARE MTBF and MTTR?

MTBF and MTTR are important Key Performance Indicators to monitor the process performance and related to availability of the equipment.

Let us examine the MTBF and MTTR and how they are useful in improving the effectiveness and efficiency of the equipment.

MTBF – Mean Time between Failures

This is ratio of Total time of operation without delay to Number of Failures or Break downs.

MTTR – Mean Time to Repair

This is ratio of total down time or time required for repair of breakdown to Number of Failures or Break downs.

EXAMPLE:

 If a machine planned to operate for 11 hrs, whereas there is 5 nos of breakdown, total time consume in breakdown is 1 hr.

Calculate MTBF and MTTR

MTBF = (11-1)/5 = 10/5 = 2 hrs

MTTR = 1/5 = 1/5 = 0.2 hrs

The relation between MTBF MTTR and Availability is as below,

Availability %= MTBF/(MTBF+MTTR)

Availability %= = 2/ (2+0.2) = 90.91%

PRACTICAL GUIDEBOOK ON 5S – Book review

Authors: Mr. DK Srivastava, Mr.Mahendra Shastri and Mr.VK Bhuvan Das

Published By: Quality Circle Forum of India, Hyderabad Chapter

Reviewed By: Vivek Shrouty

This book is an excellent document for the beginners, learners and for them who want to implement the 5S work place management.

Foreword for the book has been penned by Mr. Satish .J. Kalokhe, President –QCFI. He beautifully explains the importance of 5S and mentioned that

“This book definitely will help the organization to make their workplace a World Class Management of “5-S” and help the organization for implementation of Lean manufacturing and TQM”.

This book on 5S is divided in 15 different chapters explaining each S from 5S concept, 5S in office, 5S in Home, 5S in School and 5S in hospital and other areas.

The author well explained the relationship between the Japanese concept of 5S i.e. Seiri, Seiton, Seiso, Seiketsu and Shitsuke with the Indian rural culture related to agriculture which is having various steps like Plugging, Sowing, Irrigation and watering.

5S at home has been well explained with the help of two numbers of case studies. Also emphasis has been given on How to introduce 5S at home? 

In this book special focus is given on concept of “JAGRUTI GROUP” and one chapter is dedicated for explaining this concept. The objective of this group is to develop awareness and cultural changes among the employees with respect to personal hygiene, maintenance of factory and its surrounding areas.

For the beginners and who want to implement the 5S in their organization, for them how organizational structure to be and what are the roles of the persons involve in the implementation of 5S , with this special attention is given on how to implement and institutionalization of 5S in the organization with phases of implementation.

For the readers and who want to implement for then, 5S audit sheet as available for ready reference. This is an added advantage of this book.

When any organization, industry, school or at home, anyone want to implement the 5S, there is need of creative ideas to make the work place better. To make this easy at first stage that is during the implementation and in journey of 5S implementation, a chapter has been dedicated on the creative ideas with good numbers of pictures, which are sufficient to motivate and help in making innovative and creative idea at workplace. Also more pictures are available throughout the book.

It is to be worth to mentioned over here about the procedure of  5S certification from JUSE (Union of Japanese Scientists and Engineers)in association with QCFI is well mentioned in this book , which is of great use.

This book is useful not only to the 5S practitioner, but also to new comers in the field of quality management system, Quality Circle, TPM and others. The book is having simple language and easy to understand the concepts of 5S.

Happy Reading!!!       

ANATOMY OF TPM-TOTAL PRODUCTIVE MAINTENANCE

BRIEF HISTORY OF TPM

• Total Productive Maintenance (TPM), was developed primarily in Japan during Second World War (late 1939 to early 1945).
• World War II devastated the Japan’s industrial infrastructure.
• Japanese move toward automation which increased the efficiency rate of production, which results in many unforeseen challenges.
• In the early 1950s Japanese Companies began to focus on Preventive Maintenance techniques.
• Plant-wide preventive maintenance first adopted by Nippondenso, who is a parts supplier for Toyota.
• The birth of Total Productive Maintenance is result from use of Autonomous Maintenance combined with Preventive Maintenance techniques and a total commitment to high quality and zero losses

1. Total Participation from top management to shop Floor.
2. Prevention Philosophy
   1. Autonomous Maintenance
   2. Visual Controls
   3. Kaizen Approach
3. Foundation of TPM
   1. 5S
4. Metric to evaluate the effectiveness of TPM improvements
   1. OEE- Overall Equipment Effectiveness

EIGHT PILLARS OF TPM

There are eight activities in the TPM implementation and these activities are also called as PILLARS OF TPM. So if any structure is having the pillars then that structure must have a strong base or the foundation.

Here in TPM, 5S methodology is considered as the foundation of the TPM. This means, to go for TPM implementation in any organization first that has to go from the journey of 5S methodology.

This 5S methodology, help in creating a well maintained and well organized organization.

The activities or the pillars of TPM are as below:

1. Autonomous Maintenance(Jishu Hozen)
2. Planned Maintenance (Keiku Hozen)
3. Quality Integration(Hinshitsu Hozen)
4. Focused Improvement(Kobetsu Kaizen)
5. Early management
6. Training and Education
7. Safety , Health and Environment
8. Office TPM

We have considered here one pillar as “Early Management”, this pillar is replace with various any one from the below,

1. Development Management
2. Early Equipment Management
3. Initial Flow Control
4. PM and Initial Control
5. Management system for new product improvement
6. Or, sometime some other name is used.

5S THE FOUNDATION OF TPM

5S Model

• This Japanese methodology is based on 5 elements and alphabet S is taken from first letter of word of each element and meaning of each one of 5S is:
• Seiri – Sorting– is organization and for second time it called as Reorganization

  This is sorting of items which are not adding any value in plant activity and not contributing to customer satisfaction.

• Seiton –  Setting in Order – Neatness, Place for everything & everything in its Place

The items which are sorted are to be set in order as required in the process so that it will be easy to locate the items and result in saving in searching time and reduce waiting.

• Seiso – Cleanliness

Always, it is found that neat and clean area, space and work environment motivate the employee and keep high moral. This also helps in increase of productivity. Inspection after cleaning the things, area, and equipment has a different impact.

• Seiketsu – Standardization

The improvement carried out in first three steps is a lesson learned and same to be convert in standards and procedures which are helpful in making the system intact and also in horizontal deployment.

• Shitsuke – Discipline

The discipline help in sustaining the carried out activities, this can be carried out by making and follow the standard operating procedures and to ensure that audit activities are to be made part of 5S.

PILLAR 1 – Autonomous maintenance

• Autonomous maintenance (JishuHozen)
• The Japanese word for Autonomous maintenance is “JISHU HOZEN”

JISHU means Autonomous or Self performed

HOZEN means Maintenance

• The theme behind “JISHU HOZEN” is operator themselves shall maintain their machine to highest standard.
• It creates an ownership of operator with machine.
• Operator of the machine is responsible for daily cleaning and minor maintenance of the machine. 
• “JISHU HOZEN” is having 7 step structured approach
• Audits are the most important activity that ensures the achievement of success of each and every step. This is done at the end of each step. Audit is carried out in 3 stages.
• First by the team which has carried out the activity,
• Second by the manager of that area and
• Third by Divisional Head along with the TPM Secretariat.

This approach ensures that the results achieved in a particular step of Jishu Hozen are sustained for a long time and there are no slippages in the system.

“JISHU HOZEN” 7 step structured approach

“JISHU HOZEN” 7 step structured approach

PILLAR 2 – Planned maintenance

1. Planned maintenance or Preventive maintenance is a activity base on the past data of failure rates and break downs.
2. During the planned maintenance inventory has to be build up for the next process or for supply to customer.
3.  Rest of the time daily production activity goes uninterrupted.
4. Planned maintenance reduces the chances of unplanned stoppage of plant activities.

PILLAR 3 – Quality Integration/maintenance

1. This pillar is concept of machine having human intelligence that is equipment are equipped with defect detection system and error preventing during production. This system reduces the cost of poor quality (COPQ) by getting quality right first time.
2. Focus on reduction of number of defects.
3. Production process to be equipped with error detection and prevention system.
4. Focus to be given on making the production process reliable, so that product to be made as per customer requirement or as per specification, first time.

TOOLS USE ARE

• Autonomation ( Jidoka)

The concept of jidoka originated in the early 1900s when Sakichi Toyoda, founder of the Toyota Group, invented a textile loom that stopped automatically when any thread broke.

Jidoka is a Japanese word for autonomation, meaning automation with human intelligence.

• Andon

Andon is a system to notify the quality or process problems with visual aids.

• 5 Why and 1 H
• Ishikawa Diagram or called as Fishbone Diagram.
• COPQ- Cost of Poor Quality

PILLAR 4 – Focused Improvement ( Kobetsu Kaizen)

1. Setup cross functional team which includes employee covering from most of the department, to gather more ideas.
2. Subcommittee consists of 6 to 8 numbers of head of department as members and plant head as chairmen of subcommittee.
3. Taking pilot project with formation of teams.
4. Members of team/ circles participate in meeting.
5. Training to be given to all on various tools use in Kobetsu Kaizen.
6. Knowledge through horizontal deployment.

TOOLS USE AND REQUIREMENT OF TRAINING

• Calculation of various cost involve from input to output.
• Why-why Analysis
• P-M Analysis: A methodology that makes zero losses. This help to eliminate chronic problem which are not solve in past.

             P – Phenomena (non), Physical; M – Mechanism, Relationship (Machine, Man/Woman, Material, Method)

SMED- This is a system which focuses on minimizing the equipment change over time with respect to time it takes for changeover of equipment.

• Training on collection of data
• 3Ms[Muda( Waste), Muri(Overburden),Mura(Unevenness)]
• FMEA
• Poka Yoke
• 12 steps of Quality Circle
• QC Tools and Story Board
• 16 losses

To improve the process and productivity different 16 losses are gathered at in category of, 

(1)Equipment related losses,

(2)Manpower related losses,

 (3) Material losses and

(4) Energy Loss

Equipment related losses	Manpower related losses	Material losses	Energy Loss
Planned Maintenance	Management	Yield	Energy
Breakdowns	Operator Motion	Overages
Process	Line Organization
Start –ups	Transport
Other Down Time	Measurement
Change Over , Stop
Speed
Defects & Rework

PILLAR 5 – Early Management

Early management mainly relates to implementation of New Product Development (NPD) and Process Development through improved equipment effectiveness.

• Early management is divided in two parts:
• Early Equipment Management and
•  Early Product Management
• Early Equipment Management: This aims to defect free process, less maintenance cost and zero down time.
•  Early Product Management: This aims to less product development time and Zero Defects through proper planning, training and development.

PILLAR 6 – Training & Education

1. The main purpose of this pillar, Training and Education is to fill the gap between existing condition before implementation of TPM and requirement for TPM.
2. This includes training related to various tools use in TPM and its implementation.
3. Lack knowledge about the TPM among the employee result in failure.
4. Training & education initiative to be taken up company wide and must include each and every one in the organization.
5. Training and education help to enhance the capability and competency of the employee.
6. Training and education develop the skill in four different stages, they are,

• Stage 1- Do not Know
• Stage 2- Knows the theory but cannot do
• Stage 3- Can do, but cannot teach
• Stage 4- Can do and also teach

PILLAR 7 – Safety, Health & Environment

The main purpose of this pillar 7 in TPM is to eliminate potential health and safety risks, resulting in a safer workplace and surrounding area.

• Zero accidents.
• Zero overburden (physical and mental stress and strain on employees) and
• Zero pollution.
• Zero Fire

PILLAR 8 – Office TPM

• Office TPM is applying TPM technique in administration function.
• This aim to extend TPM methodology beyond shop floor to office.
• The meaning is supporting the shop floor function from processing, purchasing and PPIC department.

Calculation of OEE- Overall Equipment Efficiency

The three components of overall equipment effectiveness metric are:

1. Availability
2. Performance
3. Quality

OEE = Availability X Performance X Quality

The detailed calculation of OEE will be taken in upcoming article with, MTBF and MTTR.

DIFFERENCE BETWEEN REVISION AND EDITION OF DOCUMENT

Most of the time, when we are dealing with Quality Management System, Energy Management System, Environmental Management System, Laboratory Management System documents, there is a confusion at the time when there are changes in the document are required and stuck at a point whether document is revised or /and edited and to be given new revision no or edition no.

So what is revision and edition of document?

REVISION

Revision of document is carried out when there is change in the meaning or we want to clarify on the point in detail as compare to what we previously mentioned.

EDITION

Change in edition of document is carried out when there is no change in details mentioned in the procedure, but required to correct the mistake(s) happened during writing of the procedure.

These mistakes can be categorized as grammatical mistake and / or spelling mistake.

For understanding when there is revision and when there is edition of document, let’s take an example of non-conformity;

Non-conformity has been given by the auditor after auditing one of the department / section of the organization when auditing the quality management or other management system.

Non-conformity:

Temperature of the process not documented in proper identified format.

Non-conformity closing:

In this case to close non-conformity, first proper format has to develop with unique identification number for documenting the process temperature and revise the procedure by adding the reference of newly develop format and add details about use and application of developed format.

Here, we are clarifying in procedure about reference of developed format and its use, so procedure will be revised with next revision no and there will not be any change in edition no.

Case of editing:

Whereas, during clarifying the details about use of developed format and  its application, it is found that there are some spelling mistake and that required the correction and same is corrected, then procedure will be updated with next edition no.

If both above cases are implemented at same time, then procedure will be updated with next edition no and revision no both.

CORRECTION, CORRECTIVE ACTION AND TOOLS TO FIND ROOT CAUSE

Finding or the outcome from the audit (QMS/IMS/EnMS/EMS/Safety etc.) can be categorized in two parts and they are improvement and non-conformity, second one, non-conformity which is not to be consider as a negative part, but can be look as another way to improve the system(QMS/IMS/EnMS/EMS/Safety etc.).

Whenever there is non-conformity from the internal audit or from external audit (QMS/IMS/EnMS/EMS/Safety etc.), there is a question how to close the non-conformity and what is the correct procedure.

The non-conformity can be closed by taking the correction and corrective action both.

Let us first understand what is,

1. Non-conformity

2. Correction and

3. Corrective action

As per ISO 9000:2015, Quality management systems — Fundamentals and vocabulary

What is non-conformity?

Non-conformity is non-fulfillment of a (requirement) need or expectation that is stated, generally implied or obligatory.

What is Correction?

Correction:  action to eliminate detected non-conformity.

Example are: Rework and/or Regrade

What is Corrective action?

Corrective action: action to eliminate the cause of a non-conformity and to prevent recurrence.

Let us understand both the terms with example:

EXAMPLE: Worker slipped on ground and his hand injured.

Non-conformity: Worker slipped and his hand injured

Correction: Taking the worker to hospital for bandage and medicine so that he gets relief.

Root cause analysis:

First we use the Pareto analysis

1. Pareto Analysis

Use Pareto analysis to study the frequency of incidences worker slippage and other incidences in last one year with.

Result of Pareto analysis shows that earlier also same case of slippage happened at same location.

2. Finding the root cause with help of Why-Why Analysis

Root cause analysis to be carried out to find the reason of slippage on the floor and we use Why-Why analysis technique here.

Why worker slipped?

Answer-Worker slipped because of spillage of oil on ground.

Why Oil Spilled?

Answer- Oil Spilled because of valve of nearby tank leak.

Why Valve leaked?

Answer- Valve maintenance not carried out on time and at regular interval.

3. Corrective action:

In study and in root cause analysis it is found that valve of nearby oil tank is leaking and so floor is slippery.

Here corrective actions are,

A. Maintenance of valve to be carried out immediately, keep record that maintenance carried out.

B. Make a SOP (Standard Operating Procedure) for maintenance of valve and define period at which maintenance to be carried out.

C. Make a format having details like Sr No, Description of job, Planned Date, Date on which actual maintenance carried out, Remark if any, Is maintenance carried out at planned interval? Yes/No, signature of HOD.

D. Horizontal deployment-Check for similar arrangement and apply the corrective action at that location.

Various tools use for root cause analysis,

Herewith furnishing the various tools use in root cause analysis,

1. Pareto chart

Pareto chart is a bar and ling graph showing the frequency on the Y-axis (Vertical line) and defects or problem on the X-Axis (Horizontal line).This is chart us when one has to find the frequency of the problem. It was created by Vilfredo Pareto and Dr.JM Juran use this in defect analysis.

2. The 5 Why of Why-Why Analysis

The why-why analysis is a systematic procedure to find out the root cause of the problem developed by SAKICHI TOYODA.

3. Fishbone diagram or Ishikawa Diagram or Cause-and-Effect diagram

This is also known as Ishikawa Diagram or Cause-and-Effect diagram, created by Kaoru Ishikawa. It is more structured approach for finding the root cause.

4. Scatter diagram

Scatter diagram is use to analyze the relationship between the two variable and to see how closely they are related and have relation between them.

One variable is plotted on vertical axis and other on the horizontal axis.

5. Failure mode and effects analysis (FMEA)

It is a step by step approach to find the root cause of the problem. As per AIAG & VDA new edition RPN (Risk Priority Number) has been eliminated and replaced by an “Action Priority” and is based on seven step approach.

6. 8D problem solving approach

Eight D is an eight discipline base problem solving approach use to find out the root cause of the problem is developed by Ford Motor Company.

The eight disciplines are as below:

0D- Plan for problem solving

1D- Creating the team to solve problem

2D- Described and define the problem

3D- Develop interim containment action

4D- Root Cause Analysis

5D- Corrective action

6D- Implementation and validation of corrective action

7D- Preventive action

8D- Congratulate team for their effort

Wishing all a Very Happy New Year 2021 !!! Happy Reading

DESIGN AND IDEAS FOR WORLD QUALITY DAY-2020 CELEBRATION

Every November quality aspirant celebrates the months as quality month and November 12 as Quality Day.

Today 12^th November 2020, World Quality Day.

Happy World Quality Day !!

Theme for the world quality day is “Creating Customer values”

Today we discuss about the various design and idea to celebrate the Quality Month/week/day, organization can celebrate Quality Week which ends on 12^th November.

Following are the initiatives, programme can be conducted,

1. Various competitions
   1. Knowledge test
   2. Slogan Competition
   3. Poster Competition
   4. Essay competition
   5. Rangoli Competition
2. Suggestion scheme
3. Organizing various training on quality
4. Displaying Quality banner and posters
5. Employee felicitation

1 About various competitions:

1. Knowledge test
2. Slogan Competition
3. Poster Competition
4. Essay competition
5. Rangoli Competitio

Knowledge test can be based on the various questions on the quality concepts, quality gurus, six sigma, 5S, Kaizen and other topic related to quality. Knowledge test to be conducted with a motto, that it generate the curiosity and motivate the employee. Knowledge test must be categorised as per the level of the employee which encourage them to participate wholeheartedly and essence of quality shall spread. 

Slogan competition can be organized on the theme as far as possible which helps the participant to think on that concept. All the slogan must be display which help to generate the awareness about quality and motivate the participant.

Poster competition makes the environment colourful about the quality; this may be considered as part of the visual management. This can be based on the topic related organizations vision and mission about the quality and on various quality concepts use in the organization.

Essay competition can be conducted on the topic related to latest happening in the quality ecosystem, which helps the participant to think on the latest trends. And so, it must have topic related to latest trends or topic can be best selected which requires the participant to connect the quality with needs of society.

Rangoli competition can be arranged in the organization base on the quality concepts. Rangoli is an art of color and originated in India. To make Rangoli, stone powder of different colors, flower petals and color rise use. Rangoli can also make with use of different colors of flowers. Rangoli competition on quality concepts will be totally a difference experience on quality day not only in India but also across globe.

2 Suggestion scheme: On this occasion organization can launch suggestion scheme. This scheme must be conducted throughout the organization, so that each and every employee can participate. It is important for the management, that each and every suggestion given by the employee are to be respected, whereas priority to utilized the suggestion to be decided as per the requirement.

To motivate the suggestion scheme, some of the best suggestions are appreciated by the management.

3 Organizing various training on quality concepts: World quality month can be taken as opportunities for training to employees on the various quality concepts like, quality gurus , quality circle, 5S, Kaizen, Quality tools and techniques etc.

The trainings are conducted in such a way that it gives the introduction about the quality concepts, as in-depth training on any subject could not propagate the message of quality concepts in the organization at large.

4 Displaying quality related banner and posters: It is a best way to propagate the message of quality month / day celebration in the organization.

5 Employee felicitation: Celebration can be concluded by organizing the valedictory function, which itself a motivation for the employees, no matter it may be on a small or at large scale. The valedictory function can be utilized to felicitate to employees who did a remarkable work in the celebration of quality month/week/day.

Once again, Happy World Quality Day!!