Executive TPM Introduction & Overview

1. Why Is TPM Important and Relevant? 2. How and Why TPM Works? 3. How To Implement TPM Effectively And Quickly And Achieve Bottom-line ROI? 4. Q & A
TPM Exec Briefing Presented By ZenPower Int'l @ www.tpmquality.com 1

Welcome !! Executive TPM Briefing Notes

LEAN MANAGEMENT SOLUTIONS

MOSES TAN

(MSc; BIT)

Principal LEAN/TPM Consultant

ZenPower International

Mobile: +65.97273525 Fax: +65.64545402 Emails: [email protected]

[email protected]
10 Anson Rd, #16-16; International Plaza, Republic of Singapore

- LEAN ScoreBoard Software Solution for LEAN Manufacturers - FastTrack TPM Implementation - eBooks On TPM, Poka Yoke, 5S Singapore - Malaysia India - China

www.tpmquality.com

Contact Us For A No-Obligations Top Management Briefing.

TPM Exec Briefing

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A Word About Moses..

Moses Tan is the Principal consultant of ZenPower International, an experienced TPM expert since 1996. He greatly emphasizes on implementation details and methods. With an extended 20 years of experience, Moses was previously a TPM Training Manager with a Japanese-owned semiconductor manufacturer, Silicon Systems, a wholly-owned subsidiary of TDK Corporation, Japan. TDK is an advanced TPM Practitioner and a recipient of the prestigious WorldClass TPM award from the JIPM. As TPM manager, he led in hands-on TPM Implementation and conducted TPM Training, 5S, Kaizen employee suggestion system and other TPM-related technical skills training. His large clientele includes NEC electronics, Carsem Semiconductor, Hitachi, SCI Manufacturing, NEC Seminconductor, Siemens, Sony Display Devices, Sumitomo bakelite, Infineon, Malaysian Newsprint Industries, Yamaha Motors, Hong Leong, Hitachi-Nippon Steel, Taiko Electronics, Showa Denki, Guocera Tiles Industries and the list goes on (see next page) He has consulted for both the discrete and process industries and consistently improved their ROI. His focus of expertise includes all the TPM Pillars Autonomous Maintenance, Planned maintenance, Focused Improvements, Quality Maintenance, Poka Yoke, Office, Administrative and Warehouse TPM, 5S, Kaizen Suggestion System, WhyWhy Analysis and P-M Analysis with Design of Experiments. He also successfully prepared a major Client for the JIPM PM Award and has conducted numerous public and in-house seminars which were always graded extremely well. He is also the Inventor of the LEAN ScoreBoard which enables any Manufacturer to convert his Process/machine indices in LEAN, TPM, 6-Sigma Programs to be quantified into COSTs and vice-versa. He occasionally contributes TPM articles to the Productivity and Services Board, Singapore. He has also received professional recognitions through awards like the 1989 National Training Awards for the Manufacturing Sector, Singapore; the 1992 & 1994 National Training Commendation Awards, Singapore; 1995 Essay Prize from the Singapore Quality Association for his published article on TQM Implementation In Singapore MNCs. Moses holds a Diploma in Education (Technical); a Diploma in Electronics Engineering from the Singapore Polytechnic; a Bachelors in Information Technology from University of southern Queensland; and a MSc In Training (major in TQM) from the University of Leicester, UK.

TPM Exec Briefing

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OUR GROWING LIST OF TPM CLIENTS WHO HAD ENGAGED OUR PROFESSIONAL CONSULTING, IN-HOUSE AND PUBLIC TRAINING SERVICES 1996 TO 2006
CARSEM SEMICONDUTOR SDN BHD; CARSEM SEMICONDUCTOR MALAYSI SDN BHD; SCI MANUFACTURING SINGAPORE PTE LTD; SINGAPORE MITSUBISHI BELTING PTE LTD; NEC SEMICONDUTOR PTE LTD; DISPLAY DEVICE (Spore) PTE LTD; .SHOWA DENKO HD; SUMITOMO BAKELITE PTE LTD SINGAPORE, SIEMENS COMPONENTS PTE LTD; MALAYSIA NEWSPRINT INDUSTRIES SDN BHD; GUOCERA TILES INDUSTRIES (Kluang) SDN BHD; YAMAHA MOTORS HONG LEONG SDN BHD; HITACHI-NIPPON STEEL PTE LTD SINGAPORE; TAIKO DENKI SDN BHD, SENAI; MALAYSIA NEWSPRINT SDN BHD; TATA MOTORS LIMITED; BHARAT HEAVY ELECTRICALS LIMITED; INDIAN OIL CORPORATION LIMITED; HMT MACHINE TOOLS LIMITED; HEG LIMITED; ITC LIMITED; MOSER BAER INDIA LTD; NTPC LIMITED; NORTH DELHI POWER LIMITED; THE TATA IRON AND STEEL COMPANY LIMITED; TRIDENT AUTO COMPONENTS PVT LTD; HALLA CLIMATE CONTROL (THAILAND) CO LTD;KIRLOSKAR FERROUS INDUSTRIES LIMITED; TIMKEN INDIA LIMITED; SULZER INDIA LIMITED; KIRLOSKAR COPELAND LIMITED; CAPTIVE POWER PLANT; ALLIED NIPPON LIMITED; UNICHEM LABORATORIES LTD; NATIONAL ALUMINIUM COMPANY LTD; KIRLOSKAR BROTHERS LIMITED; SANDVIK ASIA LTD; TATA CHEMICALS LTD; NALCO; TATA POWER LTD; DR REDDYS LABS, BALDA THONG-FOOK SOLUTIONS, SIAM-CEMENT; SANDVIK ASIA; UNICHEM;SAMSUMG ELECTRONICS;BHARAT HEAVY ELECTRICAL LTDNATIONAL ALUMINIUMS COMPANY LTD; KIRLOSKAR BROTHERS LTD; MOSER BAER INDIA LTD;INDIAN OIL CORPORATION LTD; HTM MACHINE TOOLS LTD; HEG LIMITED;ITC LIMITED;NTPC LIMITED; NORTH DELHI POWER LIMITED; TATA IRON AND STEEL COMPANY LTDTRIDENT AUTO COMPONENETS PVT LTD;KIRLOSKAR FERROUS INDUSTRIES LIMITED; SULZER INDIA LTD;KIRLOSKAR COPELAND LIMITED.

*References can be supplied upon request.

TPM Exec Briefing

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Background Of TPM
Championed by the JIPM organization in Japan. Mandatory participation Corporate Policy. T = Total, P = Productive, M = Maintenance. T = Total, P = Production, M = Management. T = Total, P = Perfect, M = Management. Evolved in Japan since 70s from Toyota for Companies who desperately want to WIN in todays competition.

TPM Exec Briefing

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1.Why Is TPM Important and Relevant?

a. Emphasizes Equipment Excellence as backbone of Manufacturing Excellence. b. Integrates Whole Factorys Improvement Program into ONE. c. Major Improvement Systems, Measurements & Tools to achieve Zero Defects, Zero Breakdowns, Delivery and Cost-Down Goals.
TPM Exec Briefing Presented By ZenPower Int'l @ www.tpmquality.com 6

TPM Focus On Equipment:

Every breakdown and defect is due to a deviation

from the required Basic Machine Conditions. Adhering To The Basic Machine Conditions keeps Manufacturing Equipment From Breaking Down or Generating Defects. 1) Cleaning The Basic Conditions Are: 2) Lubrication, 3) Bolt-Retightening. These are enforced with Equipment Inspection & Precision Checks by Operators, Prod Techs and Maint. Techs.
TPM Exec Briefing Presented By ZenPower Int'l @ www.tpmquality.com 7

Concept of Forced Deterioration

Equipment deterioration is natural. But neglect cause a much faster and greater amount of deterioration resulting in expensive breakdowns and defects. Main culprits are faulty lubrication, dust, dirt, loose parts, missing, loose or over-tightened bolts and nuts, mis-operation, faulty repairs. TPM aims to achieve Prevention, Early Detection and Restoration of deterioration.

TPM Exec Briefing

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TPM Unites Whole Company In Single Program

Major Pillars in TPM Implementation.
Autonomous Maintenance Equipment Improvement Planned Maintenance Quality Maintenance 5S Admin & Warehouse TPM Safety Environment, sanitation and hygiene

Training

Production Operators

Other Manufacturing Personnel

Maintenance, Equipment, Process & QA Engineers and workers, R&D

Administrative Personnel
Document Control, Production Planning, Warehouse, Shipping, HR&D, Security, Finance, Purchasing, Stores, Safety, and any general offices or administrative departments.

TPM Exec Briefing

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Total Involvement Needed: Eg: When A Production Machine Breaks down, various losses are incurred such as:
1. 2. 3. 4. 5. 6. 7. Time taken to report the breakdown. Time taken to locate the technician. Time taken to verify the breakdown. Time to get tools. Time to get spare parts. Actual Time to repair the machine. Time to buyoff the machine after repair. Except for #6, the other losses are management or administrative or supervisory related losses.

TPM Exec Briefing

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The Pillars of JIPM-TPM Are:

Each Pillar represents one activity-type of TPM focus.
1. 2. 3. 4. 5. 6. 7. 8. 9. Equipment-Improvement Pillar. Production Autonomous Maintenance Pillar. Planned Maintenance Pillar. Education & Training Pillar. Initial New Equipment & Products Control Pillar (MP) Quality Maintenance Pillar. Warehouse & Administrative TPM Pillar. Safety, Hygiene & Work Environment Pillar. Target setting and Measurement
Source: JIPM

Two other important activities deserve to be emphasized here:

10. TPM Section/Department.

TPM Exec Briefing

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2. How & Why TPM Works?

a. Overall Design Logic Of TPM. b. 7 Steps and 4 Stages Of Autonomous Maintenance. c. The Initial Stage Of TPM Sustainability. d. Developing Advanced Stages of TPM. Focused Equipment Improvement Quality Maintenance & Poka Yoke Chronic Defects Self Managing Work Teams
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TPM Exec Briefing

Overall Design Logic / Relationship Between TPM Pillars

CORE Pillars Are Autonomous ..Maintenance Planned ..Maintenance

AM

EI
PM

QM 5S

Others

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Design of Autonomous Maintenance.

(Approach to changing worker mindset, Improve Worker-Skills & workplace culture)

Sustainable Foundational Phase is at AM Step 4

Step 1 Step 2 Step 3

Advanced AM Steps 5,6,7 heavily rely on Planned Maintenance, EI, QM, Solving Chronic Problems.

Step 0

Step 4

Step 5

Step 6

Step 7

Motivation Eyes-opened.

Improve the Equipment

Improve the Operators

Improve Organization. Culture.

TPM Exec Briefing

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We Take A Very Quick Look At CORE PILLAR - Autonomous Maintenance.

They Are Structured. They Are Sequentially Implemented They Are Led By Production Supervisors But Technically Supported By Maintenance Group.

TPM Exec Briefing

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AM STANDARDS
Step # Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 Step 7 Step Goal Restoration Eliminate Sources of Contamination Improve Equipment Accessibility Initial Maintenance Standards >50% sudden b/d reduction General Inspection Skills Autonomous Inspection Organise and manage workplace > 90% sudden b/d reduction >95% sudden b/d reduction TBD by management
16

Standards
=> 85% => 70% successful effort => 70% successful effort

TPM Exec Briefing

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( Step-1 : Restoration Equipment )

LEADER OPERATORS

MAINTENANCE STAFF SUPERVISORS GROUP LEADER DEPT.CHIEF LIST OF EXT/INT ABNORMALITIES

MEETING TO PLAN COUNTER MEASURES

ENGINEERING STAFF

COUNTER MEASURES

CONFIRMATION OF PROGRESS

MAINT. STAFF

ENGR. STAFF

AUTONOMOUS MAINTENANCE GROUP

STEP-1 AUDIT MODEL MACHINE

LEADER

SUPERVISORS
COUNTERMEASURES EXTENDED TO ALL EQUIPMENT

TO NEXT STEP

FOLLOW UP ON AUDIT FEEDBACK

AUDIT

DEPT.CHIEF

TPM Exec Briefing

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( Step-2 : Eliminate Contamination & Stains on Area & Parts)

What ? Complete Step-1 Where ? AM Team => 70% Countermeasures

Step-1 Summary results & findings

How much Why ?

Step-3

1st PreAudit by TPM Dept. Present Countermeasures to TPM WC and Presented By ZenPower Int'l @ implementation
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GM/Sponsors Audit TPM Exec Briefing

Own area Buy - Off

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( STEP 3 : IMPROVE EQUIPMENT ACCESSIBILITY ).

Model m/c Passed Step 2

Areas difficult or No Place To inaccessible for cleaning Stand checking & lubricating Wiring or piping obstruct Cannot see easily Time TimeConsuming Consuming to toclean clean

Inaccessible

AM Leader

Product Manager

Operator Leader/ Operators

Model Machine Goes To Step 4

Supervisor

TPM Exec Briefing

GM Audit

Own W/C Area BuyPresented Off By ZenPower Int'l @ Buy Off

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Pre-Audit by TPM Dept 19 .

( Step 4 : Initial Maintenance Standards )

Hard to lubricate Model m/c Initial passed Hard to check AM Leader maintenance Step 3 oil level standard Product Manager Abnormality in lubrication Operator Abnormality equipment Leader/operator in circulation Draft standards Counter measure for of lubrication for cleaning, cleaning and checking Equipment inspection & gets dirty Supervisor lubrication during oiling Engineer & Maintenance Confirm standard for Attach cleaning, identification Trial Period inspect & label lubrication Proliferation of Step 4 TPM dept. TPM Exec Briefing Presented By ZenPower Int'l @ 20 GM audit Pre-audit www.tpmquality.com

AM Step 4 Initial Maintenance Standards

Information Collected From:
AM Steps 1-3 Lubrication Study ...Program. Bolt-tightening Study ...Program Why-Why Analysis of ...Equipment Sporadic ...Breakdowns.

Equipment ..Cleaning Standards. Equipment ...Lubrication Standards. Equipment Inspection ...Standards

TPM Exec Briefing

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A Strategic Implementation Plan Sees AM Steps 0-4 As A Single Stage.

Resource Allocation. Implementation Strategies & focus.

Delay Advanced Planned Maint., EI, QM till Foundation .is laid.

Sustainable Foundational Phase is at AM Step 4

Step 1 Step 2 Step 3

Step 0

Step 4

Step 5

Step 6

Step 7

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( Step 5 : General Inspection skills )

Lubrication Lubrication Equipment Equipmentparts partstightening tightening Pneumatics Pneumatics Hydraulics Hydraulics Electrical Electrical Drive DriveSystem System Water Water Fire Fireprevention/safety prevention/safety

select selectgeneral general inspection inspectionitems items Manuals Manuals Checklist Cut Cutaway away models models Revised Revised Maintenance Maintenance standards standards

Prepare Preparetexts textsand anddaily daily schedules/check schedules/checklists lists Managers/supervisors Managers/supervisors participate participatein intraining training Test Test Implement general Im..

Proliferate Step-5
TPM Exec Briefing

GM GMAudit Audit
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TPM TPMoffice office Pre-Audit Pre-Audit

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( Step-6 : Autonomous Inspection )

Maintenance Inspection standards,breakdown analysis Operators who understand their equipment (able to maintain inspection standards)

Inspection skill check-up

Step-5 Revise provisional standards Step1 Step1to to3: 3:

Establish Establishbasic basic conditions conditions (cleaning (cleaningand and lubrication) lubrication)

Step-4 Step-4
Daily Dailychecking, checking, adjustment,and adjustment,and improvement improvementof of conditions conditionsfor for correct correctoperation operation

TPM Exec Briefing

By ZenPower Int'l @ Finalise standardsPresented for cleaning and lubrication www.tpmquality.com

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Step-7 : Organise and Manage Workplace

Organise and set standards for :

EQUIPMENT PRECISION INSPECTION ITEMS

STANDARDS FOR INDIVIDUAL WORK RESPONSIBILITIES

TPM Exec Briefing

TOOLS AND MATERIALS FLOW AND STORAGE

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After TPM Foundation AM Step 4 Then Other Advanced Pillars

Build Advanced TPM Activities Towards Zero Defects & Zero Breakdowns

Step 0

Step 1 Step 2 Step 3

Step 4

Step 5

Step 6

Step 7

TPM Exec Briefing

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We Take A Very BRIEF Look At CORE PILLAR - Planned Maintenance.

They Are Structured.

They Accumulates ALL Maintenance Knowledge .relating to prevention of breakdowns and defects .for both Autonomous Maintenance & Maintenance .Department. They receive inputs from All Pillars and Problem .Solving Teams.

TPM Exec Briefing

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Building The Maintenance Competence

Developed By: Reviewed By:
Assy System level overall Assy.. function
Drive System 1) Gravity powder assembly . . To feed powder into charger grid

Date: Date:
Assy symptoms (functional + WIP quality)
1.1 hopper box powder not full (F)

Pg 1/10
*Breakdown parts of System level assembly

Preventive Maintenance Standards

Machine: Press
Repair ClassMinor /Major

Legend: * need 1-point lessons

Cleaning
TBM change, calibrate Agent Tool Stds

Lubrication
Type Tools Qty

*Inspection
Stds

Check
See Feel Hear Stds Tool

1.1.1 Mesh, elephant trunk and powder distributor blocked by powder lumps.

Minor

??

?? No lumps stuck . .

. To feed Minor 2.1 Green tiles below 2) Charger assembly powder into 2.1.1 Setting of Charger and table compactness delta range (Q) plate not level. .. .. the mould . . . .. cavity and

Calibrate every setup. ..

. ??

Flat bar .

WHY-WHY Analysis Case 1: Cylinder operation is jerky.

Question
( Hint: Ask questions to point out Mans eror)

Answer

Actions
(Restorative & Preventive)

1. Why is cylinder operation jerky? 2. Why is the oil strainer clogged? 3. Why is the oil dirty? 4. Why did dirt get into the tank? 5. Why is the hole there?

The oil strainer is clogged. The oil is dirty. Dirt has entered the tank. Upper plate of tank has a hole. It was a repair error by Maintenance.

Clean the strainer. Drain oil, clean and replace. Prevent surrounding dirt from scattering. Plug the hole Standardize future repairs.

Every problem solved such as by Why-Why Analysis is captured or standardized permanently.

TPM Exec Briefing

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PREVENTIVE MAINTENANCE RESPONSIBILITY MASTER LIST

Type of Machine : Model of Machine : FUJI PICK AND PLACE FCP642E Number of Machine : Last Update : 13 13/02/2001

( Section A ) - Cleaning Checklist

S/N 1 2 3 4 5 6 7 8 9 Sub-Assembly Conveyor cover XY Table Device Table M/C Top cover Servo Control Box In and Out Conveyor Prism Surface Nozzle Filter Nozzle Top cover Top Surface Top Surface Top cover Door Panel and Air Filter Railing and Belts Glass surface Filter Element Nozzle Tip and Reflecting Sticker Filter Element Clutch Surface All Cam Bearing and Turret Cleaning Item Operator O O O O O O O O O O O O Maint. DM/PM/Prod. Prod Prod Prod Prod Prod Prod PM PM PM PM PM PM Remarks 1 Day 1 Week 1 Week 2 Week 1 Month 1 Month 3 Month 3 Month 3 Month 3 Month 3 Month 3 Month

10 Filter Regulator 11 Nozzle Clutch 12 Cam Box

Use same format to demark Lub / Inspect / Precision Check / .

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29

We Take A Very BRIEF Look At Equipment Focused Improvement

(Linked Back to Pl. Maintenance)

From OEE Loss-Chart Analysis, all 16 losses known can be measured. Each type of Loss such as MTBA, MTBF, Defects, Speed losses and Logistics Losses need different methodologies.

TPM Exec Briefing

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Loss Structure Of Manufacturing Activities (16 Major Losses)

[Manpower Efficiency] Manpower Efficiency [Equipment Efficiency]

Manpower
5 Major Losses Obstructing Manpower Efficiency
Excluding manhours (Supported by other departments)
Awaiting instruction loss Awaiting material loss

<Manpower>

Equipment
Scheduled downtime

<Equipment>

Equipment Efficiency

Operating Manhours Loading manhours Net operational manhours Effective manhours

Valued manhours (Manhours for turnout)

Working hour Loading time Operating time Net operating time

Valued operatingtime

(9) Management loss (10) Operating motions loss

Production manhour loss Line organization manhour loss Defects in manhour loss

(1) Equipment failure loss Downtime loss Performance loss (2) Set - up loss (3) Cutting blade and jig change loss (4) Start - up loss Defects quality loss Other downtime loss (5) Minor stoppages & idling loss (6) Speed loss

Cleaning checking Awaiting instruction Awaiting materials Awaiting personnel distribution Quality confirmation (Adjustment of measurement)

Equipment downtime loss Equipment performance loss Method/ procedures loss Skills & morale loss Line organisation loss Automatization failure loss

(11) Line organi sations loss (12) Logistics loss (13) Measurement and adjustment loss

(7) Defects and rework loss

< Energy > Input energy Effective energy

< Materials >

Input materials (Number, weight) No. of qualified products
Weight of qualified products

Start-up loss Overload loss Temperature loss

(15) Energy loss

Defects quality loss Start-up loss Cutting loss Losses in weight Losses in overages (Increased commision) (14) Yield loss

(16) die, tool & jig loss

The 6 Big Equipment Losses are (1) Equipment failure or Breakdown Loss (2) Setup Loss (3) Startup Loss(4) Minor stoppages and Idling Loss (5) Speed Loss and (6) Defect & Rework Loss. The other two (7) Shutdown or Preventive Maintenance Loss and (8) Cutting Blade and jig change loss may also be considered if significant. TPM Exec Briefing Presented By ZenPower Int'l @ www.tpmquality.com 31

8 Major Losses Obstructing Equipment Efficiency

Schedule downtime

(8) Shutdown loss

Model answer: OEE Graphical Analysis Of Losses.

Qty
100 hrs

100 hrs

Output (tct) = 900

Speed Loss

900

Output (mct) = 600

Yield Loss Rejects = 12 pcs 600 Unplanned D/T losses. MTBA & Idling Losses

300

Hrs
0
800 900 1,000

TPM Exec Briefing

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We Take A Very BRIEF Look At Quality Maintenance (Poka Yoke)

(Linked Back To Pl. Maintenance) Two Major Reasoning Tools: Why-Why Analysis and P-M Analysis (with DoE or Taguchi Methods) All Breakdowns & Defects have 4Ms Causes BUT always started by a Man-Mistake which is the true Root Cause. Poka Yoke Design starts with Process Defects to find Man Mistakes for Mistake Proofing countermeasures.
TPM Exec Briefing Presented By ZenPower Int'l @ www.tpmquality.com 33

The Standardized P-M Analysis Worksheet

Checked by Prepared by Phenomenon 0
4M Correlation,
Investigation/ Measuring Method

Physical view (Logical reasoning) 2 Investigation/ Measuring Method Investigation Result

Temporary Decision Criterion Measure Decision ment Value

PM Analysis Chart
Contributing Condition
Investigation Measuring Method
Temporary Decision Criterion Measure ment Value

No -/-

1
4M Correlation, Second Item (3rd, 4th, 5th and 6th Items

Investigation Result
Decision

Investigation Result
Temporary Measure Decision Criterion ment Value Decision

If NG, Countermeasure why NG? Restoration, Replace ment, Improvement, Remodeling

Result
Measurement Decision Value

4 4 repeat 5 6

Counter measures should be designed to also address the Mistake (Man-cause) using Why-Why Analysis

7 Standardization into Production System

Note: The 8-steps sequence are indicated by the numbers.

TPM Exec Briefing Presented By ZenPower Int'l @ www.tpmquality.com 34

P-M ANALYSIS WORKSHOP

2-DAY WORKSHOP + *1-DAY PROJECT-BASED
* Optional, recommended for Project teams

METHODOLOGY BASED ON JIPM-MODEL

(An Advanced Toyota Production System Problem-Solving Tool)

TPM Exec Briefing

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Providing Industry Expertise To Training www.tpmquality.com

ZenPower International

Poka-Yoke Design
advanced *3-day workshop
(*3+1 For In-House Training)

F DE

T EC

Detection

Me t ho

n Ma
d

Machine

Pr e tion v en

M at er ia l

Process Mistakes

Poka Yoke Design is able to prevent Mans inadvertent (un-intended) mistakes in any Process based on the concept that all defects are Man-caused.
TPM Exec Briefing Presented By ZenPower Int'l @ www.tpmquality.com 36

3. How To Do TPM Effectively, Quickly & Get Bottom-line ROI?

a. A 3 -Day Management and Leaders TPM Implementation Workshop. (Separate Asia & Europe) b. Followed by Day TPM Implementation Planning. c. Use Proven FAST-Track TPM Methodology reaches AM Step 4 in under 1 years. Results guaranteed. d. Expert Hand-Holding with various Pillar Leaders. Individual Site activities + Combined Europe and Asia + AIM Group Consulting.
TPM Exec Briefing Presented By ZenPower Int'l @ www.tpmquality.com 37

Six Reasons To Choose Fast-Track TPM Implementation

1. 2. 3. 4. 5. 6. Complete foundational AM Step 4 in 9 to 20 months with Expert Hand-Holding for your TPM facilitators and Pillar Leaders. Achieved sustainability at this Step 5. Significant % reduction in sporadic and chronic Quality defects. Measurable Capacity improvement. Significant Savings In Implementation Costs, Efforts, Resources. *Assured Success Deliverables at every AM Steps 1-4.

* Provided Client co-operates fully with the Fast-Track Program requirements.

TPM Exec Briefing

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A 12-Month Fast-Track TPM Milestone

ZenPower Internationals Fast-Track TPM Utilizing about *24 Consultant-days for AM 0,1,2,3,4.
1. Select Implementation Area and identify Model Machines. (1/2) 2. Appoint Fast-Track TPM Project Team and identify the baselines for .measuring before/after results (11/2 Consultant-day) 3. Do Fast-Track AM Step-1 on Model M/C (1 Consultant-day) 4. Do Fast-Track AM Step-2 on 1st Model M/C with proto-types of .countermeasures. ( 1 Consultant-day) 5. Do Fast-Track AM Step-3 on 1st Model M/C with prototypes of .countermeasures. Rationalize with Item (4). (1 Consultant-day) 6. Meeting with Fast-Track Project Team to finalize actual implementation of .countermeasures ( 1 Consultant-day) 7. Repeat 3-6 with other Model M/Cs. (4 Consultant-days) 9. Setup Fast-Track AM-4 Initial Maintenance Stds for 5 Model M/cs with the .Fast-Track Project Team and SMEs. (5 Consultant-days) 10 Conduct 1-Month Trial on Model M/Cs. Monitor indices and results .(1 Consultant-day) 11 Fine-tune and finalize the Initial Maintenance Standards. (1Consultant-day) 12 Proliferate countermeasures to all machines in 2 months (2 Consultant days) 13 Training of all operators, supervisors and technicians. ( 2 Consultant-days) 14 Post-launching follow-up ( 3 Consultant days )

4 5 M O

6 N

7 T

8 H

1 0

1 1

1 2

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Typical Expected ROI

On Installation Of AM Step 4 Initial Production System

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Production System through TPM

Process Overview. Business results achieved through TPM Implementation.

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Raw Material Batching Milling Spray Drying Pressing Drying Glazing, Decoration Firing Sorting & Packing

Body mix Body Slip Granules

Green tiles

Dry tiles Unfired tiles Fired tiles Finished goods

42

TPM Exec Briefing

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Examples Of Common Defects of Ceramic Tiles

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COMPLAINT ON SIZE VARIATION

X
45x45cm floor tiles laid with the recommended 4mm gaps but still show poor uniformity in size. Tile X was found to be 2.5mm bigger than the rest of the tiles. Therefore, this tile was packed the carton by mistake. TPM Execinto Briefing Presented By ZenPower Int'l @
www.tpmquality.com

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MORE EXAMPLES OF WATER SEEPAGE

In this picture, the gel-like substance has penetrate the tile body through a spot hole on the glaze.
TPM Exec Briefing Presented By ZenPower Int'l @ www.tpmquality.com 45

TPM Exec Briefing

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Volume '000 m
25,000

PRODUCTION VOLUME

20,000 17,500 15,500 15,000 11,500 10,000 14,500 13,500 15,500 16,000 16,500
(EXPECTED

20%
5,000

0 98/99 99/00 00/01 '01/02 '02/03 '03/04 '04/05 '05/06

(TPM STEP 0) TPM Exec Briefing (TPM STEP 1) (TPMBy STEP 2) Presented ZenPower Int'l @ (TPM STEP 3) www.tpmquality.com 47 (TPM STEP 4)

OEE %
100

OEE
82 (EXPECTED) 78

80 70 72

73

75

60

40

12%

20

0 98/99 99/00 00/01 '01/02 '02/03 '03/04 '04/05 '05/06

(TPM STEP 0) TPM Exec Briefing (TPM STEP 1) (TPMBy STEP 2) Presented ZenPower Int'l @ (TPM STEP 3) www.tpmquality.com 48 (TPM STEP 4)

1st Grade %
120

GRADING (%)
(EXPECTED)

100 84 80 77 79 88 88 88 86 90

60

40

6%

20

0 98/99 99/00 00/01 '01/02 '02/03 '03/04 '04/05 '05/06

(TPM STEP 0) TPM Exec Briefing (TPM STEP 1) (TPMBy STEP 2) Presented ZenPower Int'l @ (TPM STEP 3) www.tpmquality.com 49 (TPM STEP 4)

Cost
120 106 100 107

COSTING
100 91 87 90 86 87
(EXPECTED)

80

60

40

13%

20

0 98/99 99/00 00/01 '01/02 '02/03 '03/04 '04/05 '05/06

(TPM STEP 0) TPM Exec Briefing (TPM STEP 1) (TPMBy STEP 2) Presented ZenPower Int'l @ (TPM STEP 3) www.tpmquality.com 50 (TPM STEP 4)

No Type of Glaze
75

GLAZE
65 60

60 53

45

41

30 22 23

195%

15

0 98/99 99/00 00/01 '01/02 '02/03 '03/04 '04/05 '05/06

(TPM STEP 0) TPM Exec Briefing (TPM STEP 1) (TPMBy STEP 2) Presented ZenPower Int'l @ (TPM STEP 3) www.tpmquality.com 51 (TPM STEP 4)

No of Colour Glaze
350

COLOUR GLAZE
282 259 290

300

250

200 147 114 100

192

150

154%

50

0 98/99 99/00 00/01 '01/02 '02/03 '03/04 '04/05 '05/06

(TPM STEP 0) TPM Exec Briefing (TPM STEP 1) (TPMBy STEP 2) Presented ZenPower Int'l @ (TPM STEP 3) www.tpmquality.com 52 (TPM STEP 4)

Production '000 m/man/year 25

PRODUCTIVITY (m/MAN/YEAR)

20 16.90 15.80 15 12.30 10 13.60 17.20 18.00

18.50 (EXPECTED)

36%

0 98/99 99/00 00/01 '01/02 '02/03 '03/04 '04/05 '05/06

(TPM STEP 0) TPM Exec Briefing (TPM STEP 1) (TPMBy STEP 2) Presented ZenPower Int'l @ (TPM STEP 3) www.tpmquality.com 53 (TPM STEP 4)

Turnover (%/month)
6.00 5.20

WORKERS TURNOVER (%)

4.20 4.00

2.80 2.20 2.00 2.00 1.80 1.50

1.3%
1.50 (EXPECTED)

0.00 98/99 99/00 00/01 '01/02 '02/03 '03/04 '04/05 '05/06

(TPM STEP 0) TPM Exec Briefing (TPM STEP 1) (TPMBy STEP 2) Presented ZenPower Int'l @ (TPM STEP 3) www.tpmquality.com 54 (TPM STEP 4)

No SGA Team
240

No Of SGA TEAM
190 180 185

180

120

106 80

60 38

413%

6 0 98/99

12

99/00

00/01

'01/02

'02/03

'03/04

'04/05

'05/06

(TPM STEP 0) TPM Exec Briefing (TPM STEP 1) (TPMBy STEP 2) Presented ZenPower Int'l @ (TPM STEP 3) www.tpmquality.com 55 (TPM STEP 4)