Understanding customer hope

•
•
•
•
•
• •
• •
• •
•
 Omotenashi
‚ service is from the bottom of the heart, expecting
nothing in return ‚

Omotenashi contains of three main elements, shitsurai, furumai, and shikake.

Shitsurai means the physical environment where the service will be delivered. Furumai means the preparation part of the serving,
and the host willingness to take responsibility by seeing the needs of the guest. Shikake means the process of the guest been participating
and enjoying the process of the delivered service.
Omote’ meaning ‘public face’ and ‘nashi’ meaning ‘lack of’, service is from the bottom of the heart, expecting nothing in return.
Ichigo Ichie is a Japanese word that means the soul of omotenashi. Saying ‚ Ichigo Ichie‛ means ‚I am grateful for the chance of
meeting you, and because of this chance I have to do my best for we may never meet again‛.
All encompassing by Production goods Keeping equipment and
maintenance & production and services that plant in as good as or
individuals working meet or exceed better than the original
together in ONE teamwork customers conditions at all times
expectations
• All employees are • Action are performed Keep in good
involved with while production goes condition
desire on Repair , clean ,
• Aim – to eliminate all • Production challenges are lubricate
accidents, defects minimized
and breakdowns
evolution
TPM Definition
Is a maintenance philosophy designed to
integrate equipment maintenance into the TQM /
manufacturing process. The goal is to eliminate TPM
losses tied to equipment maintenance
TQC & CWQC
KAIZEN Definition Co-wide Quality
TQC Control
Continual improvement with no
cost investment in all walks of
life SQC
TQM Definition
Is a capitalized on the involvement of
Inspection
management, workforce, suppliers,
Craftsman and even customers, in order to meet
Foreman customer expectations

1900 1920 1940 1960 1980 1990 2000 years

 TPM

Why we
need
•
N
TPM
ORGANIZATIO
Higher Overall Equipment Effectiveness
EMPLOYEE
• Less pressure on maintenance
• Less “firefighting” to repair machine from breakdown losses
• Lower operating cost • Eliminate chance of accidents
• Improve ability to compete in the world • Better cooperation to all cross
class department
• Higher job satisfaction & job
secure improvement
TPM
TPM
1. It guarantees Dramatic Results (Significant tangible
•
results) Reduce equipment breakdowns
• Minimize idle time and minor
• stops Less quality defects and
• claims Increase productivity
• Reduce manpower and cost
• Reduce accidents

2. Visibly transform the workplace (plant

• Through TPM, a filthy, rusty plant covered in oil and grease, leaking
environment)
fluids and spilt powders can be reborn as a pleasant and safe working
environment
• Customers and other visitors are impressed by the change
• Confidence on plant’s product increases

3. Raises the level of workers knowledge and skills as

TPM activities begin to yield above concrete results, it
• The workers to become motivated
helps:
• Involvement increases
• Improvement suggestions proliferate
• People begin to think of TPM as part of the
job 11
•

•
•

•
• Eliminate 6 major Losses & raise EEE by small
group activities
• Educate & train workers related knowledge & skills Production Operator
• Improve equipment , change workers approach,& s
revitalize workshop

• Eliminate 6 Major losses & maximize OEE

• Master Improvement methods for Production Managers
maximizing equipment effectiveness

Ensure 100% product quality by establishing Managers

and maintaining conditions for zero defects Production
&
Operators
Engineering
Machine
tools
Create a system ensuring that information & plant
techniques gained through in-house TPM activities are
reflected in the design of machine tools sold outside Tools & Production
the company bearings Engineering
plants
• Educate workers in equipment related knowledge
and
TQC promotion TPM
skills office Administration
• Improve and expand maintenance skills
 Understand equipment Understand relation Facilitate
Expose & correct functions and structure between Equipment & Autonomous
abnormalities in equipment Quality Maintenance of
Equipment
4.Standard maintenance 6.Conduct Autonomous 8. Manage Autonomously
1. Conduct initial cleaning activities Inspections
2. Address the causes of 5. Develop general 7. Organize and manage
dirty equipment inspection the workplace
3. Improve areas that are skills
hard to clean

Maintain zero defects after Set conditions for zero • PM circles set conditions
Eliminate chronic loss due to retooling defects for zero defects
production bottlenecks • Make equipment highly
productive

100% quality products

through condition control

Incorporate information from

users TPM activities in near
machine tools

• Educate workers in equipment-related knowledge and skills

• Cultivate in-house maintenance technicians
Contamination Dust ,Dirt ,powder ,oil ,grease ,rust ,
paint
Unusual noise, overheating, Vibration , incorrect pressure
Abnormal Phenomenon or current

Lubrication Insufficient , Dirty ,Unidentified ,unsuitable , Leaking

Dirty, damaged or deformed lubricant inlets, faulty
Lubrication Supply lubricant pipes

Cleaning Machine construction , Covers , Layout ,footholds , Space

Construction,Covers,Layout,footholds,Instrumentposition
Checking andOrientation,Operating–Range display

Product Leaks , Spills ,Spurts , Scattering ,Over flow

Flashes , cuttings, packaging materials, and
Scrap non conforming products
Dust,Rust,powder,chips,moisture,wirescraps,woodpieces,
Foreign Matter paperpieces,stonesetc.
Shock Dropping , Jolting ,collision ,Vibration etc.

Machinery Pumps , fans, compressors , columns , tanks

etc
Temperatures , pressure gauges, vacuum gauges,
Measuring instruments ammeters etc.
Unevenness, cracked, holes, projections, peeling, wear of
Floors steel chucker plates, slipping
Wires, hooks, brakes and other parts of cranes and
Lifting Devices hoists etc.
 Availability

OEE Performance
Overall Equipment
Effectiveness

Quality

FUNCTION
• Maintenance
• Mfg Inspection
• Technical
service
• Production
Engineering
 Total Operation
Time No production
Planned Operation schedule
Time Planned
Availability

A Planned production downtime

time
B Actual production Downtime

time
Performance

C Theoretical
output
Disruption
D Actual output
Quality

Performance

Availability
Losses

Losses
E Good Scrap

product Quality
Losses
 Maintain
Preventing &
Repairing Failure

Maintenance
Activities

I
m
p
r
o
v
image
1. Increasing Motivation …. Change basic attitude
2. Increasing competency & Skills
3. Improving the work environment, and to establish implementing TPM
Program
Master how to repair the equipment

Learn how to operate the equipment with

the required accuracy and how to
evaluate the product quality

Study the mechanism and function of

equipment and machines

Familiarize with the concept

of equipment
maintenance and
improvement and with how
to put the idea into
practical realization
 Activity
• Board
•
•
• One
• Meetings Point
• Lessons

•
•
•
•
•
•
•
•

•
•
•
•
• •
•
•

•
 Improvement of machine
availability
Establishment maintenance
Maximization of facility efficiency throughout total equipment life cycle

Improvement of corporate culture

Increase of Workers satisfaction and image

Improvement of cross functional Optimization of business

teamwork performance

Improvement of working
environment
1. Set standards for distinguishing
normal and abnormal states
2. Strictly follow all the standards and
rules
that have decided on
3. Discover any abnormalities in
equipment that may cause defects
4. Immediately begin the proper treatment
for any abnormalities
 •

•
•
•
• •
•
• •

•
•
 Preventive
Abnormalities

Detect Abnormalities

Warn about abnormalities

Build standards into

the workplace

Share established standards

Share information and/or result of

control activities
5 S Tr a inin g
 What is

5S
WASTE
PRO DUCTIVITY
Why… Benefit
•
•
•
•
 Beberapa pengertian tentang 5R

Japanese 1 2 Indonesia
Seiri Organization Sort
Ringkas
Seiton Neatness Set in order
Rapih
Seiso Cleaning Shine
Resik
Seiketsu Standardization Standardize
Rawat
Shitsuke Discipline Sustain
Rajin

5S 5
Indikasi Excellent Company Mgt
1. Tingginya productivity
Apa itu 5S
2. Rendahnya ratio defect Ringkas
(SEIRI) Kata kunci :
3. Zero accident “ Tgl Kadaluarsa”
Dipisahkan barang yg
berguna, & dibuang yg
tidak berguna

Rawat Rajin Rapih

Kata kunci : (SEIKETSU) (SEITON) Kata kunci :
(SHITSUKE)
“ Visualisation” “ 3 fixed ”
Menjaga tetap Mudah mengambil dan
Memastikan semua nya
Terlaksananya : 3R Menempatkan kembali
dilaksanakan sesuai
“Ringkas, Rapih, Resik” pada posisi semula
dengan “rule”

Semua fasilitas di atur

& dijaga oleh “saya”

Resik
(SEISO)
Kata kunci :
Menjaga kebersihan “ bersih telah inspeksi”
Semua fasilitas & secara
bersamaan inspeksi
 2 simpangan penting 5S

5S Kaizen dengan
Right Fundamental 5S
way
 Aktivitas digerakan oleh para Leader Eliminasi kesalahan
 Sistim & promosi kegiatan jelas
Efek +
Peningkatan Profit
 Setiap karyawan berpartisipasi
 Aktivitas dilakukan pada jam kerja Meningkatkan kemampuan
karyawan

5S
reguler.
 Kaizen diberikan porsi yang besar
 Meningkatkan nilai tambah.

5S
Kaizen tanpa 5S
Wrong
way
● Hanya Membersihkan Efek - Leaders tidak aktif
● Hanya kegiatan kebersihan
( ada aktivitas jika di kunjungi, hanya kebersihan Promosi 5R tidak
& pengecetan, aktivitas hanya lip_service ) jelas
Kaizen di sebagian
 5 S A k t iv i t a s
pencapaian “tempat kerja ideal”
Barang ditempatkan sesuai dengan kebutuhannya, secara berkala
workplace dilakukan evaluasi

Kebutuhan stock sesuai dengan rule yg ditetapkan, serta dapat

Stock Ditelusur sesuai dengan tempat, waktu & tujuannya

Kebutuhan barang sesuai dengan perencanaan, dan mudah dalam

Storage penanganannya

Penanganan barang yang tepat akan menjaga standard kualitas

Operation maupun time delivery nya

Kebutuhan barang secara periodik dikelola dengan baik & mudah

Repairs Ditemukan sesuai kebutuhan

Dapat dijalankan dengan 100% operation ratio (dapat Mengoperasikan

Equipment sesuai SOP nya serta melakukan “daily maintenace”)

Tetap dipertahankan dengan kondisi yang rapih dan bersih

Clothes
Beberapa indikasi 5S tidak maksimal :
Kesulitan mencari sesuatu
Tidak mudah mengontrol area kerja
Berjalan tidak leluasa
Merasakan tidak nyaman di lingkungan kerja
Informasi lingkungan kerja membingungkan
Sering terjadi kesalahan kerja
Khawatir terhadap K3
Tidak ada perbaikan di lingkungan kerja
Gairah kerja setiap orang rendah
Leader tidak memberi contoh perbaikan
Aturan yang ada tidak dijalankan
Tidak mau bersaing dengan lingkungan
terbaik
 S e i ri -
RINGKAS
“pisahkan yang perlu dan tidak
perlu/dibuang”
kriteria rekomendasi

Selalu dipakai Dekat sipengguna

kadang dipakai Agak jauh sipengguna

diperlukan
Step proses
Jarang sekali dipakai Jauh/ tak terjangkau

Pisahkan barang yang

Diperlukan dan tidak 1
diperlukan

tidak Red
Seiri jelas 2
tag Klasifikasikan seberapa
Penting & sering

Tidak terpakai Segera dibuang 3

Tidak Pisahkan dengan yang Total evaluasi
diperlukan Ada yang bisa terpakai Bisa terjual kembali Untuk
klasifikasi dan
ada biaya pembuangan Biaya sendiri u/ dispose disposal
 Red
Tag
“pisahkan yang perlu dan tidak
perlu/dibuang”

Item name: Item number: Quantity: Prepared by:

Top handle XZ123 2.000
Category □ □ Product in process V□ Part or raw material □
Product □Production tool □ Transportation equipment □ Sample □ Standard
specimen Machinery
□ Instrument □ Office supplies □ Other ( )
Reason □V Order change □ Surplus production □ Poor production planning □
change □ Excessive placement of order □ Poor process or assembly
Design
□
Quality
□ End ofdegradation
application □ Other (
) □ Other (
Disposition )
□V Return □ Discard □ Reuse □ Sell □
Reviewers Rework
First Second Final
John Suzie
Date of Day/Month/ Day/Month/ Day/Month/Year
review Year Year
29.04.18
12.04.18
 Seito n -
“pastikan semua barangRAPIH
sesuai pada item, tempat & jumlah”
(satuan waktu pencarian & pengembalian menjadi tolok ukur keberhasilan Rapih)
Step proses
kriteria rekomendasi
Pastikan tempat & itemnya
Sesuai.
Pastikan tempatnya mudah
Fixed terlihat, dijangkau, posisi,
(initial, layout, shadow)
1
Tempa FIFO base,

t
Pastikan jumlah
sesuai dengan
itemnya 2
Pastikan nama, code, warna dan
Fixed
Seiton
Lainnya mudah dikenali
Pastikan semuanya
Nama sehingga Tidak tertukar
sesuai dengan posisi,
jumlah, Item yang
direncanakan 3

Pertahankan kondisi itu,

bila ada yang janggal
egera di kembalikan
Fixed Pastikan jumlah sesuai 4
berkaitan dengan
Jumlah tempatnya, boxes
 SEITON/
RAPIH
“pastikan semua barang sesuai pada item, tempat & jumlah”
(satuan waktu pencarian & pengembalian maupun jangkauan menjadi tolok ukur keberhasilan
RAPIH_Logistics)

Regular pemakaian
1
1
Rapih Frekwensi pemakaain
(klasifikasikan) rendah 2
Sangat jarang dipakai
3

2
Seiton
Regular pemakaian

Frekwensi pemakaain
rendah

Sangat jarang dipakai 3

Rapih
(pengaturan) Indikasi
4
Sign & Tag
 Seiso
“pastikan semua area, equipment telah dibersihkan &
-
RESIK
terinspeksi”
• Dalam proses kebersihan akan ditemukan berbagai kotoran, debu yang berdampak Step proses
pada kerusakan permukaan dan atau alatnya itu sendiri.

• Para karyawan akan mengetahui persis materi yang dapat mengakibatkan

kotor, sumbernya maupun kerusakan mesin Memastikan dimana dan apa
yang Akan dibersihkan
(mesin, jalan, tool, eqpt, meja dll)
1
Lakukan kebersihan secara
Bertanggungjawab
kriteria rekomendasi (ikuti rule, PIC, fasilitas)
2
Menghilangkan kotoran,
kebersihan maksimal Lakukan sesuai prosedur, metoda
debu dan benda asing
(waktu, Bagaimana_untuk
serta menjaganya perform) 3

Seiso Persiapkan perlengkapan

kebersihan, material dan lainnya
untuk memudahkannya 4
Secara Bersamaan
Inspeksi terbaik melakukan INSPEKSI
saat menjalankan Kebersihan yang sesuai
dengan standard
kebersihan 5
 Display yang jelas pada gudang
Setiap itemnya ditempatkan
pada posisi yang sesuai
pada rak yang tersedia

Membersihkan
& inspeksi setiap Tools dan parts
poin ditempatkan pada posisi
RAWAT : Visualisasi - Quality Parade
Board ■ Visualization of error
Judul
Quality parade board
Aturan

Charts Lembar penjelasan

Pengaturan itemnya
sesuai dengan defect
tertinggi

Files

Frame

Caster
(movable)
Rules
① Rapat bersama selama 10 menit maksimal. Peserta rapat bervariasi terdiri dari
cross functional
② Penanggungjawab yang berkaitan, memberikan penjelasan permasalahannya
“dengan contoh actual”
③ Klarifikasi penyebab nya dan buat tujuan sesuai dengan kritikal poin nya
④ Kembangkan secara terukur penyebab defect yang terjadi

23
Line indicator
Pembersih yang
transparan

Area pencucian Peletakan mesin yang

sesuai

26
Satu contoh : penampilan karyawan

Basic requirements for masks and caps

1. Correct Usage
・ Fully understand the purpose of masks and caps. Do not remove them during
actual work hours.
Basic requirements for work clothes ・ Use the mask correctly so that your nose and mouth are covered by the mask.
・ Use the cap correctly so that no hair appears outside the cap.
・ If your hair is so long that it is not fully contained in the cap, bundle it
名札をつける
Make sure to attach your 頭髪頭皮は清潔に保ち
Keep your hair and scalp appropriately.
name plate.
長髪はきちっと束ねる
clean and bundle the hair 髪の毛はみ出し
Hair exposed 鼻が出ている
Nose
if it is long.
exposed
ポケットに手を
Do not put your hands in
入れて歩かない
the pockets and walk.

貴金 属の着用は禁止 ックレ
Use of jewelry is
ス・ピアス
（ prohibited 等）
(necklaces,
ネearrings, etc.) Ｏ Ｋ！（正しい着用）
Correct (proper use) Ｎ Ｇ！（誤った着用）
Wrong (improper use)
Wear working clothes correctly
and keep them clean.

2. Purpose
・ You are required
図るために マスク と帽子の着用が必要。
to wear masks and caps to prevent your hair or saliva from
ボタン・ファスナーは
Make sure buttons and
fastener are fastened being attached to products and to maintain and improve the product quality.
キチンとしめる
correctly.

作業靴のカカトは
Do not press down the
back of your shoes on
踏まない
your heels.
3. Replacement of the Mask
・ In general, replace the mask with new one after 1 week of use. In addition to this,
replace the mask as appropriate depending on the condition (smear, etc.) of the mask.
業靴は常に清潔を
Keep your work shoes
clean and wash them
ち定期的に洗濯
作 regularly. 4. Other Requirements
保
・ When your cap become dirty, wash it accordingly. （保管場所・ポケット内屑
・マそスのクものの防塵に配慮する事。
・ Pay attention to ensure your mask itself
等） is free from dust (including debris or
particulate matters in the storage area or pockets of your clothes).
Your good manner creates ・ If身体に Defective
you recognize が見られた際は、
any adverse physical effect suchLeader に申し出る事。
as allergy, report it to your leader.

trust among people worldwide.

30
 practi
5S
one minutes
ince
three minutes half
day

35
 The term gemba means “the real place”
• A gemba is literally any direct location where the action is taking place.
• Within the lean culture it refers to the location where value is created and
ultimately improved.
•

•
•

•
•
•
•
•

•
•
•
•
•

•
•
•
•
40
 TPM – Total Productive
Maintenance

07/01/2024 ISE (Course #) 64

 Introduction to TPM

Goal: Highest Quality, Lowest Cost, Shortest Leadtime

Standard
Work
Flexible
Work JIT
Systems
Value
Stream SMED TPM
Mapping
5S Heijunka

Jidoka

07/01/2024 ISE (Course #) 65

 Introduction to TPM

Overview of TPM
 TPM involves maintaining and improving
equipment
Catch Phrase
 “Preventative maintenance”

07/01/2024 ISE (Course #) 66

 Concepts and Principles

GOAL of TPM:
Effectively maintain and improve equipment
Components of TPM
 Equipment Maintenance
 Equipment Effectiveness
 Preventative Maintenance Program
 Total Productive Maintenance

07/01/2024 ISE (Course #) 67

 Equipment Maintenance

Breakdown maintenance
 If it ain’t broke, don’t fix it!
Equipment problems and competitiveness
 Breakdowns result in idleness
Preventative maintenance
 Maintain equipment to prevent breakdowns
Total productive maintenance
 Squeezing ultimate potential from equipment

07/01/2024 ISE (Course #) 68

 Production Losses

Production losses are from:

 Setup downtime
 Equipment breakdowns

 Reduced equipment speed

 Defects

 Equipment idling

 Reduced yield

07/01/2024 ISE (Course #) 69

 Equipment Effectiveness

Measures of Equipment Effectiveness

 Maintainability
 Reliability

 Availability

 Efficiency

 Quality Rate

 Overall Equipment Effectiveness

07/01/2024 ISE (Course #) 70

 Maintainability

How quick and easy it is to maintain and

repair equipment
Measure = Mean Time to Repair (MTTR)

MTTR 
 ( Downtime for repair )
Number of repair

07/01/2024 ISE (Course #) 71

 Reliability

Probability equipment will perform

properly during normal operation
Measure = Mean Time Between Failure
(MTBF)
Total running time
MTBF 
Number of failures

07/01/2024 ISE (Course #) 72

 Availability

Proportion of time equipment is actually

available out of the time it should be
available is the availability (A)
MTBF  MTTR
A
MTBF

07/01/2024 ISE (Course #) 73

 Efficiency

Rate Efficiency (RE)

 Actual average cycle time is slower than design
cycle time due to unforeseen downtime
Speed Efficiency (SE)
 Actual cycle time is slower than design cycle
time
Performance Efficiency (PE)
PE  RE  SE

07/01/2024 ISE (Course #) 74

 Quality Rate

Quality Rate (Q) is the percentage of good

parts out of the total number produced

07/01/2024 ISE (Course #) 75

 Overall Equipment Effectiveness

Overall Equipment Effectiveness (OEE) is

improved with fewer breakdowns, quicker
repair, improved machine operation,
elimination of defects
OEE  A  PE  Q

07/01/2024 ISE (Course #) 76

 Preventative Maintenance Program

PM Programs Elements:
 Maintain normal operating requirements
 Maintain equipment requirements

 Keep equipment and facilities clean and

organized
 Monitor equipment daily

 Schedule preventative information

 Use predictive maintenance

07/01/2024 ISE (Course #) 77

 The Operator’s Role

Operators are best qualified to do routine

maintenance by:
 Keeping the machine clean
 Routinely maintaining the machine

 Visually inspecting

 Being aware of unusual activity

07/01/2024 ISE (Course #) 78

 Components of Total Preventative
Maintenance

Done by the operators

Restore equipment to make it better than
new and to extend life
Eliminate human error in maintenance and
operation through:
 Training
 Mistake-proofing

 Improved maintenance procedures

07/01/2024 ISE (Course #) 79

 Where Do We Go Next?

Goal: Highest Quality, Lowest Cost, Shortest Leadtime

Standard
Work
Flexible
Work JIT
Systems
Value
Stream SMED TPM
Mapping
5S Heijunka

Jidoka

07/01/2024 ISE (Course #) 80