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METHOD IN TMMIN
By
Hananto
(Maintenance Technical Staff)
Sugeng P.
(Maintenance Section Head)
Department of Maintenance & Kaizen
Machining Division
PT. Toyota Motor Manufacturing Indonesia
According to the principles of reliability engineering, the causes of equipment change with
the passage of time refer to bathtub curve (figure 1) 4. The causes of early period failure are
design and manufacturing errors. To combat them, the engineering design must conduct test
runs at the earliest stage. Furthermore, maintainability improvement should be pursued to
discover and treat weakness design and manufacturing. Accidental failures are caused
primarily by operation errors, so the most effective countermeasure is to ensure that
operators use equipment properly.
Wear-out failures are due to the limited natural life span of equipment parts. Equipment life
can be extended by preventive maintenance and by maintainability improvement (through
changes in design). This will reduce the wear-out failure rate.
Depicted on that illustration, preventive maintenance alone cannot eliminate breakdowns. All
departments cooperated to do TPM, and maintenance as well as engineering and production
must be involved in the breakdowns elimination. Based on effort to eliminate failures, it could
be categorized into five countermeasures:
1. Maintaining well-regulated basic conditions (cleaning, lubricating, and tightening)
2. Adhering to proper operating procedures
3. Restoring deterioration
4. Improving weakness in design
5. Improving operation and maintenance skills
Figure 2 illustrates the relation between these five countermeasures. As this figure illustrates,
breakdowns can be eliminated by carrying out simple procedures in a simple manner and its
aim to be zero breakdown. In another words, activity done to reach zero breakdown which
involving all departments to gain no breakdown machine is derivative from TPM activity. And
this activity also based on pillars of TPM which prior on jishu hozen or autonomous
maintenance, kobetsu kaizen or conduct continuous improvement, planned maintenance,
honshitsu hozen or quality maintenance and training maintenance which also motivate to
bring strategic and systematic ways to step ahead towards breakdown elimination. This
concept could be mathematic as:
dTPM (Q, C , D, S , M )
= 0, Zero Breakdown Machine (second)………………………. (eq.1)
dt
It means that when TPM was running well with third stage implementation; preparation,
implementation and stabilization on its company system especially on its maintenance side
the ideal machine condition could be achieved. And the business supply chain also affected
both on its upper and downstream.
On the next page, implementation of zero breakdowns activities in TMMIN (Toyota Motor
Manufacturing Indonesia) will be described and illustrated, the method and sampling taken
from its engine plant. We refer to TMMIN Ltd. Because this company has been applied the
very well known methods: Total Productive Maintenance to achieve zero breakdowns in their
plant. However, The TPM here is the unique one because they also implemented Kaizen
and Mieruka system so we called it as “Proactive Maintenance”, a new approach to
Maintenance Word Methods.
Medium and major stoppages forcing the line stop for a longer time. Medium stoppages last
15 minutes to 1 hour whereas major stoppages last more than an hour. All these three
parameters could be strictly prevent using zero breakdown activity circle which illustrated on
Figure 3. Goal of TPM is displayed on this scheme which trying hard to extend MTBF and
shorten MTTR. The main activity is major support the self maintenance which conducts
autonomously by production members.
Task Force Activity - The yellow box on the top called task force because It is only held
when there is so many problems that makes machine/equipment line could not reach its
overall effectiveness equipment (OEE) up from 85%. Task force activity is coordinated by
engineering department and also supports by maintenance and production which having
evidence of machine problem source. Developed Method is speed up by gemba genchi
gembutsu (go, see, and analyze through the site). After that, what is really happened is
discussed both of them to find the root cause of problem. The appeared problem is taken
from bottle neck of machine/equipment which contribute unexhausted target of efficiency.
Because the engineering has a wide scope to countermeasure the problem, they could
make an easy communication with machine builder to describe what the problem
countermeasure is. It is done when many effort and action that has been tried could not
reach its goal: finding a problem root cause.
Mogura - The yellow box on the bottom called mogura, means field mouse. Why it is called
field mouse? Because many machine problems grasp to be under surface and it can not be
detected directly. One thing that must be realized is the phenomenon of problem not yet
catches up so the countermeasure could not total. By clearly defined phenomenon, the
physical analysis can be conducted well and then the problem also could be solved
thoroughly. This activity emphasized on countermeasure a sporadic and chronic problem.
Based on TPM Meeting that evaluate the entire worst machine, mogura team is formed from
production, maintenance and engineering. But, it is mainly done or coordinated by
maintenance groups because many physical quantities which tend to open many various
parts of a machine interlock. Through this activity, a hard problem can be arrested.
Skill Up – Maintenance department as the main supporting of zero breakdowns activity has
a big responsibility to educate both maintenance and production members. Maintenance
must also have a clear stratum what will their member be after working for years. It is familiar
called by Maintenance Man Power Life Plan. For an example: a member with a 10 years
experience working, he must have difference knowledge and skill treatment with the new
ones. Not only skill up system, its training kit must be also fulfill and manage well. Special
skill training that is developed in Toyota is called senmonginou, which completely manage
member training thorough syllabus. When someone entered the company, the basic skill
training has been fully equipped. It is very helpful to the next cadre of both maintenance and
production. As the time goes on, the member can add their skill and knowledge by “problem
handling” related to machine problem and special training which given by Technical
assistance. Technical assistance is a technical support from TMMIN Mother Company,
Toyota Motor Corporation (TMC). It is needed because of many boundaries on technology
between the subsidiaries and its mother company. It is also a duty for maintenance section
to make a good communication with TMC to get any input and suggestion for doing skill up.
On the next topic, the detail implementation from mieruka to maintenance training concepts
will be illustrated.
At the beginning, machines with mieruka concept was implemented in the old line machining
however it becomes a base for new machining line which has total mieruka machine. The
basic thinking is stated that step by step process and machine movement could detect and
monitor easily with machine mieruka. And it has brought easier analysis for taking the right
countermeasure of machine problem. Here we attached the sample of mieruka which has
implemented:
Figure 4. Belt cover, hydraulic tank, control panel and grease mieruka
Self Maintenance Activity as a New Role
Self maintenance is maintenance activity participating top management; general manager,
manager, middle management; supervisor, staff, bottom management; line leader, group
leader and finally touch the operator level using cleaning, inspection and repair problem
which aim to arise machine ownership towards operation level. Self maintenance has a
target to reach ZERO ABCD, accident, breakdown, cost and defect. This activity also make
good and conducive work climate. The same with conduct an autonomous maintenance, on
develop self maintenance one basic management policy should be commit. Company goal
also socialized to grow up the motivation of entire level company component more over
department who tightly related with. By implement this activity, skill of machine maintenance
could be increased and moral could be arisen due to the ownership one. For more
systematic aim herewith blueprint of self maintenance purpose that clearly illustrated on
figure 5.
Self maintenance also easier to develop because it’s only have a fewer step than others
activity. It’s distributed into three steps that correlated one another. Herewith the step of self
maintenance activity :
3. Maintain a unit that has been improved and activate daily maintenance.
Purpose:
a) Make own rule or standardization that must be obey by themselves and
continue reviewing the standard
b) Have a consciousness to do repair autonomously.
Effect: Make everyone understand the importance of cleaning and routine inspection
What could be reaching when self maintenance runs continuously?
Mutual trust, achievement feeling, machine ownership, self confidence, improvement feeling,
ambition to discover a new thing, and team work naturally achieved by running this activity.
On its journey, self maintenance activity adopts FMEA (Failure Mode Effect Analysis) as a
tool to prevent the occurrence of problem. FMEA trying to expose the problem clearly and
then suggests what kind of countermeasure must be taken. This tool finds the potential
failure and describes how this failure affects the overall system. Problem that prior to be the
most significance impact then breakdown into detail and part by part testing to know what
part would contribute machine trouble and its becomes FMEA jobs. Figure 6, will described
FMEA form that implement on TMMIN.
On this sheet described that, after the problem surface appear, the next step is confirm to
the element part that involved and then retest the element part by descript problem that must
be happened on that part. On this session maintenance side give a detail occurrence and
then they writes down what will happen on that part. Beyond the element part, problem
cause then suspected and perhaps not only a single cause but it could be more than one
cause. After that discussion is take placed between production side and maintenance side to
determine what will periodic inspection done. By considering the operation and its checking
method, the check item purposed will classified even become AM (Autonomous
Maintenance) item check or be included in PM (Preventive Maintenance) item check. The
decision even depend on is quite hard to solve or slightly solve, if the check item is quite
hard to reach its place and used a special tools, maintenance side take its portion. But
contrary when it’s easy to reach, visually monitor and have no deal with diagnose equipment,
the check item belongs to production side. The check item then decided it’s become daily,
weekly, monthly even yearly and also duration of checking and its standard check also
writes down.
However the problem is still occurred sometimes and majority many tools did not provide a
space to make a troubleshooting even countermeasure to correct the problem. On this sheet,
troubleshooting method is available. Description of troubleshooting method and who was in
charge to do troubleshooting clearly attached. So, reviewing FMEA sheet gave a space for
improvement both on taking physical analysis, the methods, and also its countermeasure.
And it means level up for skill and knowledge both of production and maintenance side.
Figure 6. FMEA (Failure Mode Effect Analysis sheet) 7
Conduct FMEA reflects the third step of self maintenance. The following phase colored
implementation of FMEA :
1. The worst machine on each line was selected from SAP-PM data (SAP is business
process software which has maintenance control module).
2. Maintenance side explains the detail of problem on that machine and then chooses
most significance problem that contributes the longest downtime, mostly frequent
stoppages. This explanation is based on flow process of machine and then clarify
each part that related with problem
3. Self maintenance forum that present by production, maintenance and engineering
then do a gemba, go to site for reconfirm the process and simulate the problem
occurrence.
4. Using FMEA sheet, this group then explore the problem and trying guess what is the
major problem cause.
5. Then drawn description of operation that could less more solve the problem and
determined the best checking method to know who will responsible with this item
check, AM or PM.
6. Set up the troubleshooting method if the problem appear incidentally although the
item check has been done
Realized or not self maintenance also has an obstacle problem. And the most significance
obstacle is skill problem. Why it’s become very bothersome? To drive self maintenance
really requisite good machine knowledge. When it’s become lack, self maintenance could
not reach its optimum target. Skill problem is attacking production member, they daily
operate machine but only a little who understand the structure and mechanism of machine.
Moreover the right operation machine, when the basic machine doesn’t understand well how
they could maintain their machine. To avoid skill problem becomes acute, there was a
method to reduce skill problem for production side that’s call Production’s maintenance.
These jobs reflect that production’s maintenance was fully equipped with skill and
maintenance tools to finish their activity. And once again, Production’s Maintenance is
coming from production’s department basically but to make an acceleration, Production’s
Maintenance people is originate from maintenance member who stand on level good
technician to skill up production member. The blue print is stated on figure8,
The Sixth pillar of TPM is training. Education and training are investment in people that yield
multiple returns. A company implementing TPM must invest in training that will enable
employees to manage their equipment properly. Its aim to have multi-skilled revitalized
employees whose morale is high and who has eager to come to work and perform all
required functions effectively and independently. Education is given to operators to upgrade
their skill. It is not sufficient know only "Know-How" by they should also learn "Know-why".
The content of technical education and operational training must be appropriated with
individual requirement in their work place.
In TMMIN, training for their production and maintenance member called “senmonginou”
taken from Japanese word means special skill training. This training has conducted with
leveled model. The level separate into 4 training, begin with senmonginou C, B, A and finally
end to Special level. The training level and system effect the man power planning of
organization especially maintenance department. The distribution of training level illustrated
clearly on figure 9.
Senmonginou A-Level is the top special training activity. It makes maintenance member
become specialist. When someone interest with grinding machine, they could be grinding
machine specialist and it stated on A-level syllabus. This A-level has no strictly duration, it
coming from training that done in machine maker and experience when they handle the
machine in frequent period. Thus, when one machine trouble, like milling machine and no
one could repair it, maintenance specialist with milling machine could guarantee that this
machine running well again.
Senmonginou S-Level, do not move in the machine area(operational side) but in the
supervisory area like how leader give a right advise to its subordinate, follow up, control and
monitoring. Someone who has a chance to follow S-level is just supervisor or section head
level, so responsibility to lead a section is increased by entering S-level. This training doesn’t
always do inside the company but it could be done by other organization.
The correlation between training and man power planning is really closed. Example, when
someone will promote to be section head they must follow S-level to make sure that they
could lead their section well. And to get a good education and training, there must be a step
to do:
1. Setting policies and priorities and checking present status of education and training.
2. Establish of training system for operation and maintenance skill up gradation.
3. Training the employees for upgrading the operation and maintenance skills.
4. Preparation of training calendar.
5. Kick-off of the system for training.
6. Evaluation of activities and study of future approach.
It so hard to explain to a novice what is maintenance, what must take care when working
with machine, what must they done, what is the element of machine and what must stated to
activate machine. The entire question could be answered quickly with the proper display,
senmonginou emphasized on display knowledge. After that the training processes depend
on complete training kit. Grasp the machine situation could be quickly understood when
there are machine kit and so do the machine problem simulation. The training process must
strictly control to make sure that personnel skill that wanted could be achieved. The
evaluation is done weekly and monthly to get the tendency of student capability. When it
tends to be drop, senmonginou program manager will give a coaching and counseling to
bring their moral back to the first spirit.
Summary
The final destination of maintenance method is zero breakdowns, and TPM methods that
we’ve known well could not answered the challenge thoroughly now. It needs modification
and improvement on it ways to reach zero breakdowns. Beyond this paper, writer wants to
give a new sight of TPM wished to be a key of unsolved problem, like hidden problem that
hard to detect, lack of skill, stagnancy on maintenance PDCA circle etc. We introduced
proactive maintenance new generation of TPM model purpose to disappear the sporadic and
chronic maintenance problem.
Two pillars explored more in this paper are kaizen and mieruka. These two pillars have been
conducted on TPM however the exploration still can be optimized through the activities
introduced in this paper. This activity actually has not been known well in maintenance word.
However, the evidence in TMMIN ltd can represent the effectiveness of Proactive
Maintenance.
References
1. Fitch, James C. PE.,” Proactive Maintenance can Yield More than a 10-Fold Savings
Over Conventional Predictive/Preventive Maintenance Programs,” Noria Corporation
2. Huber, Bill,” Balancing Proactive and Reactive Maintenance,”
3. J., Venkatesh, “An Introduction to Total Productive Maintenance (TPM),“ Plant
Maintenance Resources Center, 2003
4. Nakajima, Seiichi, “Introduction to TPM,” Productivity Press, Inc. Cambridge, Ma
02140 1988
5. Sekine, Ken’ichi and Arai, Keisuke, “TPM for The Lean Factory,” Productivity Press,
Inc. Portland, Oregon 1998
6. Hananto,” TPM activity in TMMIN machining division,” Jakarta March 2005
7. Hananto,” Self Maintenance, Aktivitas Zero Breakdown,” Jakarta October 2004
8. Hananto,” Production’s Maintenance, A way to speed up Autonomous Maintenance,”
Jakarta December 2004
9. Shirose, Kunio and Y Kimura, Yoshifumi, “PM Analysis,” Productivity Press, Inc.
Portland, Oregon 1995
10. Fujita, Seiichi, “Kaizen Activities in Industrial Systems,” Sanno-daigaku Syuppan.
Tokyo 1996: pp. 15-31
11. Hananto,” Jiritsuka Maintenance Management For SVP TR Line Preparation.”
Jakarta March 2004
About the Author:
Hananto was graduated from the Sepuluh Nopember Institute of Technology in 2001 and
has worked as an Engineer, Engineering Supervisor in the automotive Industry for 4 years
with PT. Toyota Motor Manufacturing Indonesia (PT. TMMIN). In TMMIN, Hananto is
responsible for spare part, Enterprise Resources Planning and training system in
Maintenance Department of Machining Division. He is also a Person in Charge for many
International Standardization Programs in Machining Division, such as: ISO 9001 and ISO
14001.
R. Sugeng Prayitno was born in Bangka Island. He received his Bachelor Degree from
National Industry Academic of Jogjakarta. He got several Maintenance Trainings from
Kamigo Plant, Toyota Motor Corporation (TMC) Japan for more than 2 years. Now, He is still
active for coaching and consulting in Maintenance Department of TMMIN and TMC.