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Lean Consulting Companies|Lean Manufacturing|Kaizen Training in Bangalore,India

Our answer is yes. Each apparatus/philosophy has interesting highlights that helps for each business. Seven Steps Business Transformation is in the field of helping associations in their Journey of Excellence.. As blend of business excellence and operational excellence,, each organization where we have helps got significant advantages and improvement in their general exhibition.

Frequently, we run over industry pioneers who pose a typical inquiry … "will this specific device/approach will be pertinent for us". Having worked with many associations and various business divisions, we find that adjusting best acts, everything being equal, will unquestionably give edge in results. As you know, each religion has the absolute accepted procedures which can be adjusted by each living being on this planet.

One of MNC having tasks in India has welcomed us to help them in lessening Lead season of assembling which they felt can fundamentally help in improving ontime conveyance execution which thus can help them getting improved business. Center plan of action of this association was a high blend and low volume and non-stock creation has been the need. Each request is a specially make type. Upon our top to bottom examination, we found that improvement is required in assembling territory as well as in pre-producing stage. for example from the time the request was gotten to the time the request was delivered to creation. The cycle associated with planning the item and improving the viability of plan and cycle pros. We find that the time taken for a request to get delivered to creation has been almost 80% of the all out time much of the time.

Lean product development methodology advancement philosophy has been presented alongside squander end – essentially disposal of over handling in pre-creation regions. Lead time trackers were presented with dashboards and visual global positioning frameworks. Survey of requests with most noteworthy lead time was done on occasional premise – Daily at activities level and week after week at the executives level (top 3). This brought about decrease of pre-creation lead time by over 90%.. from 20 days to <2 days.

Second center territory was to lessen Manufacturing lead time and arrangement of ontime execution in accordance with Customer required date (CRD). Here, we discover utilization of Value Stream Mapping instruments, Bottleneck the executives, Single Minute Exchange of Dies – (SMED) which we have brought as Quick change-over as nonexclusive name. Aside from this, Total Productive Maintenance ideas, for example, Autonomous Maintenance has helped in improved uptime of machines. Kanban – a lean technique has helped in guaranteeing accessibility of standard RM and consumables. There were sure bottleneck activities which required goal where we needed to utilize Theory of Constraints to deal with this. After predictable utilization of  Total Productive Maintenance

This organization not just made Indian tasks a benchmark in their gathering however turned out to be most favored accomplice for clients as well

Supposedly about a specialist who had utilized a mallet to tap the machine to make it working from breakdown, the key angle is to distinguish where to tap. Despite the fact that there no restriction of data accessible as books, contextual investigations and so on., on different devices and philosophies, utilization of such apparatuses, timing of sending of the correct instrument turns into the key for progress. There are some establishment apparatuses, for example, 5S which is basic before applying different instruments, for example, TPM. Like insightful, before beginning critical thinking devices and methods, for example, 7QC devices, precision and visual manufacturing plant will help in limiting major evident imperfections.  Kanban When there is have to fix essential conditions and build up premise strength, arrangement of Six Sigma philosophy becomes pointless excess.

Basically, so as to convey the client what they need – for this situation improved business results,Theory of Constraints we needed to send blend of numerous instruments/techniques in the perfect arrangement at the perfect time.

Seven Steps Business Transformation Systems is India based association helping associations in their Journey of Excellence. We have specialists with wide involvement with industry fragments, for example, fabricating, administrations, retail, coordinations, food, development, Information Technology, Education, Health care administrations. Our specialists are specialists in sending of Total Productive Maintenance, Lean assembling, lean administrations, Lean clinics, Lean Health care, Lean Construction, Lean office.  

Six Sigma methodology We work with numerous industry parts, for example, Automotives, Equipment fabricating, protection items, drugs, Aerospace segments, high exactness producing, clothing to give some examples.  

Total Productive Maintenance

Lean manufacturing

lean services

Lean hospitals

Lean Health care

Lean Construction

Self-improvement Programs

Basics of Business Excellence

Value Added Quality Management Systems

Total Productive Maintenance (TPM)

Lean Thinking & Lean Management

Initiative Training Programs

Lean Consulting Companies|Lean Manufacturing|Kaizen Training in Bangalore,India

Our answer is yes. Each apparatus/philosophy has interesting highlights that helps for each business. Seven Steps Business Transformation is in the field of helping associations in their Journey of Excellence.. As blend of business excellence and operational excellence,, each organization where we have helps got significant advantages and improvement in their general exhibition.

Five Phases of Lean Roadmap – A Thousand Step Journey

Quality is the result of collective effort of every employee in an organization. Quality cannot be achieved only through stringent quality control methods and use of sophisticated instruments or by highly competent quality department. Dr. Deming claims that 85 % of quality problems are created by people who never touch the product. Also quality cannot be achieved using flavor of the month approach. When individuals make quality as a habit, it becomes a culture at organization level. In this paper we are making an attempt to summarize traits of an organization where quality is a culture.

1. What is Quality Culture and how we measure it?

During one of the plant visit, we entered their canteen and found beautiful visuals for keeping the used food plates, cups, waste food etc…And in practice most of the employees mixing cups and plates, partially clearing waste foods from plate etc…

We came to a conclusion that this company may be having serious concerns of quality. When we expressed our view with one of the manager he was not convinced. Then we explained him the concept of culture. If your employees not serious about mixing cups and plates, what is the guarantee they are serious about mixing of parts in the shop-floor? Later he was convinced with our logic.

In the next stage we observed employees not following lane principle while going out of canteen. They suppose to walk in the left hand side but most of them were not complying with the rule. Simple examples like this will tell us if quality is a culture in an organization.

Below is the Wikipedia definition of Organization culture as a summary.

Organizational culture is  collective behavior of people belonging to organization and the meanings that the people attach to their actions. organization values, visions, norms, working language, systems, symbols, beliefs and habits are part of its culture.

Related Article– TQM; TPM; LEAN; SIXSIGMA: What is the right strategy for my organization’s business excellence journey?

It is also the pattern of such collective behaviors and assumptions that are taught to new organizational members as a way of perceiving, and even thinking and feeling. the way people and groups interact with each other, with clients, and with stakeholders depends on its Organizational culture.

If we extend this definition to include quality, it becomes, “Organizational culture affects the way people and groups interact with each other, with clients, and with stakeholders and ultimately quality of the product

That means “Quality Culture depends on Organization culture”

Now let us look at the other side. Imagine that you entered an organization where quality is a culture; you feel the difference right from security gate. The way security personnel interact with you, the systems they maintain, the time management etc… gives you a feel of world class organization. Once you enter the reception, you will continue to experience the difference.

The courteousness of receptionist, the self help displays, hassle-free path ways etc… You will appreciate how much attention given even for micro level things. No need to explain about the behavior of rest of the organization.

Once a company was audited by its Japanese customers for Quality System implementation. The auditors specifically wanted to visit three areas which took the company management by surprise. According to them, the areas customers selected were nothing to do with their quality systems.

The three areas selected were; Security, Scrap yard and workers toilets. Later during the closing meeting, one of the auditors explained to top management about the reason behind selecting those three areas.

The logic is, most of the companies give least importance to these areas. According to them, if any company gives importance to these areas, it is obvious that they are serious about other areas.

2. Factors Influence Quality Culture

We asked a question to our linked-in group members. In the equation Y=F(x), where Y= organization culture and x1, x 2 etc… are factors influence the culture, identify those factors.

Also what are the 3 xs strongly influence the culture? We received various answers like Geographic location, Value system, Vision, Constancy of purpose, leadership, Management commitment, external environment, Quality Management systems, Human Resource development etc…most of them are interrelated.

Example: Poor implementation of quality management system is reflection of poor management commitment and leadership and so on…  Let us discuss about three important factors which according to us have strong influence on quality culture.

They are Leadership, Training and development and value system. One may argue that the second and third factors can be influenced by Leadership.

However, for ease of analysis we considered three factors separately.

Role of Leadership for creating culture of quality – The tale of two leaders

One of the organizations was engaged in manufacture of electric motors. All the completed motors were required to go through final auditing process. It was a month end and the factory was yet to deliver more than 50 % of the orders. In such situation one of the quality auditors rejected the entire lot of motors due to abnormal noise.

The plant manager was very upset hearing this. He called the particular auditor and asked what is the problem and after knowing the problem, he suggested to release products under deviation.

The reason given was – These motors are used in textile industry and the abnormal noise of this motor will not be audible in the huge noise created by textile machinery. You can imagine what will happen for the quality in future. The quality auditor next time takes his own decision to pass the defective parts and spread the wrong culture.

Another company was making fabricated structures for construction of bridges. CEO of this company used to do surprise audits at different stages to ensure delivery of quality products to customers.

Once while doing one of such audit, he found one of the structure having abnormal bend being in the vehicle ready for dispatch. He immediately asked concerned people to stop the shipment and correct the problem.

Not only that; he also asked his team to do a root cause analysis for such escape. Though it is un intentional, the response by leader shows his commitment to quality.

One of the key roles of a leader is “Lead by example”. In the above example, the company may lose one delivery but it sends a strong message to all the employees that any deviation to quality is not acceptable at any cost.

Another key point here is continuation of these leadership principles irrespective of change in leadership. This is a big challenge for many organizations.

Training and Development – Key in creating culture

Cultural transformation is a journey. Training and development plays an important role in creating quality culture. It should happen at all stages recruitment to retirement and for all level of employees from operator to CEO.

Below is an example of Induction training topics of a new employee in an organization known for its quality culture. This is apart from her work related topics and this is mandatory for all employees.

Mission and Vision of organization

Values and Principles

Problem Solving

Kaizen and 5S

Quality and Environment Management Systems

Imagine an employee joins a company with great quality culture from a company which is mediocre. He has two choices

a) Adjust to new culture OR

b) quit the company.

This is the power of culture.

Training and retraining should be a continuous process. Otherwise sustenance will be difficult.

Value System – Driver of Culture

Values of an organization communicate what is acceptable and what is not acceptable behavior. For example one of the companies had the following values

Quality First

Respect for people

Sense of urgency

Now this will be the guiding factors for every employee. They will be questioned by any one if they deviate from this. Like a compass in the ship showing direction to the captain, the value system tells organization the right and wrong direction.

No one can question this including CEO. Once again, it depends on leaders, how they drive it and communicate it.

Related Article– Five Phases of Lean Roadmap – A Thousand Step Journey

3. Quality Culture and Quality Management Systems

In our article “IS ISO 9000 CERTIFICATION LOSING ITS CREDIBILITY? We tried to demystify the various factors responsible for dilution of quality management system.

It is quite obvious from our study that, organization which has poor quality culture give least importance to Quality Management Systems like ISO 9000. If the systems are weak, naturally product quality deteriorates.

4. Quality Assurance (QA) and Human Resource Development (HRD) should not just remain as nameplate change:

In the last two decades many organizations changed name of their two departments

Quality Control became Quality Assurance and Personnel department became Human Resource Development. Unfortunately many companies just changed the board and continued to function in the old way. Few companies adopted new philosophy and become very successful. We strongly recommend companies to adopt the philosophy of QA and HRD in true spirits to create Quality Culture.

Seven Steps Business Transformation System provides support in improving Quality Culture in any organization. We use a combination of tools such as Lean manufacturing, Lean Services, Lean Construction, Lean Hospitals, Lean Retailing. Seven Steps Global also conducts training programs on Various Quality tools which include ASQ Six Sigma Green Belt, ASQ Six Sigma Black Belt certification training, 7QC Tools, Experiential Learning on Lean, 5S, TPM, TQM, TOC ETC, through our group company Seven Steps Academy of Excellence.

Five Phases of Lean Roadmap – A Thousand Step Journey

Quality is the result of collective effort of every employee in an organization. Quality cannot be achieved only through stringent quality control methods and use of sophisticated instruments or by highly competent quality department. Dr. Deming claims that 85 % of quality problems are created by people who never touch the product. Also quality cannot be achieved using flavor of the month approach. When individuals make quality as a habit, it becomes a culture at organization level. In this paper we are making an attempt to summarize traits of an organization where quality is a culture.

Standard work is one of the fundamental Lean tool for defining the best combination of man and machine activity for the best productivity.  It consists of timing for different elemental activities, the path to be followed by the operator in doing the activities.

Standard work has 3 elements:

Takt time

Standard sequence for doing the work

Work In Process to produce products without any stockout situations

Takt time is the time within which the product to be produced to meet the customer demand.  For example, if a customer wants 420 products per day and available time for production is 420 min/day after deducting break times, then

Takt time is defined as

= Total time available per day/Total demand per day = 420/420 = 1 product/min.

The meaning of the above formula is we have to do complete one product within a minute to meet the customer demand.

There are other terminologies used in the production of a product, “total processing time” & “cycle time”.  Total processing time is the time it takes to make the product. If total processing time is more than takt time, then we need to put more than one person to produce the product by splitting the operations to so that product can be produced within the takt time.  In this case, time taken by each operator is called “Cycle time”.

The main objective of dividing the total processing into small times by putting more operators is to make

Cycle time is < Takt time so that we can meet customer demand. When more than one person is involved in producing a product, timings among the operators to be balanced for better productivity.

By applying the standard work concept, we can reduce the idle time of any activity or get the highest production.

Standard work is applied in:

Designing a manufacturing cell

Designing a production line

For manpower calculation for meeting a targeted production

For product costing

For assembly line operations

Loading & unloading activities

Changeover time

Building quality into the process

Employee performance measurement

And for many more manual activities

Companies who are not familiar about the Standard work concept and not applying to the operations/processes are facing a low productivity scenario.

Without the standard work, it is difficult to measure improvement activities.  Only with standard work, we can compare benefits before and after improvement.

There are some forms that are used in defining standard work.  They are time study sheet, standard work combination sheet, standard operations analysis sheet & Capacity analysis sheet. Standard work is incomplete without these forms.

All the above charts to be displayed in the near to the process or work cell. All the operators connected to the operations to be trained on Standard work by applying the concept of Training Within Industry (TWI) using Job Instructions (JI).

Related Article– Skill development for employees through effective Training Within Industry – TWI training in India

Also, Standard work is the basis for training new employees quickly.

In the SDCA (Standardise, Do, Check, Act) cycle, it is the main role of Supervisors to ensure operators are aware of existing standards, they carry out the work as per standards(check) and Act i.e take actions where actual is deviated from the standard.

Generally, there will resistance for standard work if the operators do not understand it.  Once they understand, and the standard work in place, productivity, job satisfaction, and improvement increase.

Once the standard work in place, Kaizen should be done to improve the current standard work by involving all the employees.

Related Article– Can we use best practices as a combination of Lean, TPM, TQM, Kaizen, Six Sigma?

There are Six Characteristics of Standard Work

– Standard Work Must Be Current – Standard Work Must Be Complete – Standard Work Must Be Clear – Standard Work Must Be Correct – Standard Work Must Be Concise – Standard Work Must Be Communicated

Seven Steps Business Transformation systems is a member of Seven Steps Group company.

Our Coaches, Trainers, and consultants are specialized in implementing and facilitating

Lean in manufacturing operations consulting

Lean in Service operations consulting

Lean in IT operations consulting

Lean in construction operations consulting

Lean in Hospitals consulting

Lean in Healthcare services consulting

Lean in retail consulting

Lean logistics consulting

Lean in Pharmaceuticals consulting.

Related Article– Delivering High Value Healthcare Through Lean Hospitals

Also, Read How to Address Cost of Poor Quality and Customer Complaints in Manufacturing, Logistics, Supply Chains, Retail, Hospitality, Hospitals.

We use tools and methodologies such as Lean Thinking, Lean Six Sigma, Kaizen, Theory of constraints, Total productive maintenance.

Standard work is one of the fundamental Lean tool for defining the best combination of man and machine activity for the best productivity.  It consists of timing for different elemental activities, the path to be followed by the operator in doing the activities.

Standard work has 3 elements:

Takt time

Standard sequence for doing the work

Work In Process to produce products without any stockout situations

Life of equipment depends not only on how well it is used but also on how well it is maintained.  Various versions of maintenance techniques are in use.  Total Productive Maintenance popularized by Japanese is one of the best methodology used worldwide

There are 8 pillars of implementing Total Productive Maintenance

Focussed improvement

Autonomous Maintenance

Planned Maintenance

Education and training

Early Management

Quality Maintenance

Administration and support department activities

Safety, Health, and environment management.

Related Article– What Is The Significance Of Doing Step By Step Audit In TPM– Autonomous Maintenance Implementation.

In this article, we will discuss more on the Autonomous Maintenance application and implementation steps. Autonomous Maintenance is a very important concept for maintaining a machine at minimum possible cost. It is also called by other names such as Jishu Hozen.

Autonomous Maintenance is a concept that emphasizes the involvement of operators/frontline team members to maintain their machines themselves with the support of the Maintenance department & completely own their equipment for ease of operation & Maintenance activity. If it is old machine, they also completely transform the machines as good as a new one.  If they operate a brand new machine, it will also help in keeping it as good as new even after years of continuous operation.

In many organizations Production & Maintenance department works in isolation and Production operator work with a mindset that his job is only to operate machine & maintaining the machine is the responsibility of maintenance department if Production department will work with such mindset of “I operate you maintain” then the performance of the machine will deteriorate & maintenance cost will go up no matter how hard the maintenance department works.

Operators spend most of their time near machines & they know the behavior of machines very well if any abnormality will occur in the machine then they can detect it immediately & correction can happen on time with minimum possible losses so their participation for maintaining the machine is very important. Autonomous Maintenance changes the Mindset of Production operator from “I operate you maintain” to “We maintain” and production operator Participate in machine maintenance activity with the support of the maintenance department.

Also, Read How to implement Autonomous maintenance in Manufacturing, Pharmaceutical, FMCG, Oil fields industries.

The autonomous Maintenance concept completely transforms the ability of the Operator where he can maintain his machine himself & he can make changes in the machine for simplified operation and maintenance activity.

Abilities of equipment competent Operator

Ability to detect abnormalities

Ability to correct abnormalities

Ability to understand how the equipment works, and identify the causes of any abnormality

Ability to understand the impact of any abnormality

Ability to operate the equipment as per defined standard

Ability to implement appropriate focused Improvements.

How to Implement an Autonomous Maintenance concept?

There are 7 steps methodology for implementing the Autonomous Maintenance concept.

STEP- 0: Preparation

This step ensures all the preparation activity for the successful start of Autonomous maintenance activity.

Below is the list of major activities of Step- 0

Team formation for implementing Autonomous Maintenance activity

Selection of machine for implementing Autonomous maintenance activity. Use Machine ranking format (Focus on the High-ranking machines first)

Preparation of activity plan for Autonomous Maintenance

Training of Autonomous Maintenance concept to the team

Explanation of seven types of abnormalities of machine parts.

Explanation regarding abnormality identification tags (Red & white tag)

Preparation & training of Safety Do’s and Don’ts which must be followed during Step-1 (Initial cleaning)

Detail training of equipment which includes

-Working principle of equipment -The function of each part -What to inspect in each part (Preparation of Inspection standard) -Safety precautions to be taken while handling each part

Machine History data collection for progress monitoring & target setting.

Ensure availability of cleaning tools & Safety PPE

STEP- 1: Perform Initial Cleaning

The aim of this step is to Establish basic conditions & prevent forced deterioration of equipment parts. Cultivation of the ability of operators to identify equipment abnormalities & understand the importance of cleaning.

Below is the list of major activities of Step- 1

Take safety precaution before cleaning as guided in step-0

Bring all cleaning kit near a machine

Start cleaning as per the area allocated. Prioritize parts based on problem history

Remove all the guards /covers to the extent possible to find out maximum abnormalities.

Clean each & every area completely & do an inspection as per the initial cleaning inspection standard for each part.

Identify abnormalities while cleaning & tag them. First, identify the abnormalities when the machine is in ON condition then identify abnormalities when the machine is in OFF condition.

Take action on the abnormalities. Do Root cause analysis for each abnormality & take action on the root cause.

STEP- 2: Address contamination sources & inaccessible places

Basic conditions achieved in step-01 cannot be sustained until cleaning, lubrication, inspection & tightening (CLIT) have become so easy that anyone can do them quickly, easily, & safely. The aim of this step is to improve the accessibility of places that are difficult to access for doing Cleaning, Lubrication, Inspection, Tightening (CLIT) & Take action on the source of contamination.

Below is the list of major activities of Step-2

Sustain the condition achieved in Step-01

Map the area which is getting contaminated, trace back the source of contamination.

Understand the impact of contamination on Safety, quality, and failure to prioritize action.

Take countermeasures on the source of contamination. Use the concept of Eliminate, Reduce, Localize.

List out parts that are difficult to access for doing Cleaning, Lubrication, Inspection, Tightening (CLIT) make detailed action plan & take action to make them easy to access.

Define the cleaning frequency for parts where the elimination of contamination source is not possible.

STEP- 3: Establish Tentative JH Standard For CLIT

It is very important that the improvements done in Step-01 & Step-02 must be sustained which can be done by making the tentative inspection standard for CLIT in Step-03.

Below is the list of major activities of Step -3

Prepare a Tentative Inspection standard for cleaning, lubricating, inspection & tightening (CLIT). Involve machine operator while making the ‘Tentative Inspection standard’.

Preparation of Tentative Inspection check sheet

Identification of machine parts & display of Checkpoints on machine parts to the extent possible.

Introduce extensive visual controls to make inspection easy.

Implement CLIT Station for daily CLIT activity

Give training to the operators & implement the ‘Tentative Inspection standard’.

STEP- 4: Conduct General Equipment inspection

Aim of this step is to develop equipment competent operator

Moving from the level of detecting malfunctions by means of 5 senses up to step 3, in step 4, it is to:

Sufficiently understand the structure and functions of equipment in a much deeper level & detect abnormality for the internal parts.

Understand the relation of abnormalities with failure, defect & accidents based on Logical reasoning.

Below is the list of major activities of Step- 4

Select General Inspection Subject, Begin with what operators need to be taught in order to operate their equipment correctly & what they need to inspect to avoid problems. Consider history of past failure, defects & accidents happened due to failure of machine parts. Give priority to the major contributors

Prepare a training module for each topic.–Training module should be prepared by the maintenance dept.  with the support of the production dept. Make a classroom module and practical training module that is best suitable to teach the subject. Use manual, Presentation, OPL, Videos, Practical training stations, OJT, etc.

Draft general inspection training schedule

Conduct general inspection training as per schedule

Checking Knowledge and skill for each subject

Once the operators will pass the test, they will inspect all their equipment thoroughly by using the knowledge they have acquired through the General Inspection training program and identify maximum abnormalities & correct them.

Review the Tentative Inspection standard made in step-03 &    add new points based on the training.

STEP- 5: Autonomous inspection

The goals of the first four steps of the autonomous Maintenance is to develop equipment competent operator But this accomplishment alone will not ensure effective operation  & 100% quality product so it is very important that operator should have detailed process knowledge so the main objective of this step is to develop process competent operators & finalize the Tentative Inspection Standard.

Below is the list of major activities of Step-05

Select Subject for Process training: If we want to make a process competitive operator then we need to provide him a very deep process knowledge & we need to select the subjects for training accordingly. Below are the subjects for training.

Product Introduction and product Quality requirement  (specifications) which need to be achieved

Basic Process how raw material changes to finish good step by step

Possible Quality defects in each operation

Causes of quality defect

Condition to be maintained for avoiding defects

Action if conditions are not within specification

Preparation of training material. Prepare the most effective way of training for each point mentioned above. Use manual, Presentation, OPL, Videos, Practical training stations, OJT, etc.

Draft general Process inspection training schedule

Conduct general Process inspection training as per schedule

Checking Knowledge and skill for each subject

Once the operators will pass the test, they will start inspection based on the knowledge they have acquired through the General Process Inspection training program and identify maximum abnormalities & correct them.

Review the Tentative Inspection standard made in step-04 &    add new points based on the training.

Reduce inspection time. After completing the Sep-05 number of checkpoints will increase & time require for inspection will be more so it is very important to reduce the inspection time & at the same time achieve equipment reliability.

Below are the techniques to reduce inspection time.

Review if there is a possibility of omission of any point based on the history of failure & defect.

Review from the point of view of making the inspection easy

Clarify the shares of inspection item responsibility with maintenance. Ensure that there should not be duplication of inspection

Based on the past experience inspection frequency should be reduced where possible

Load balancing of the inspection work. Distribute the no of points day-wise & shift wise so that inspection can be done daily within 10

STEP- 6: Standardization

This step focuses on sustaining the gain achieved through Step -01 to step -05 by following the Standards & Extending the role of the operator for improving the work & working system

Below is the list of major activities of Step-6

Remove the wasteful activities in the present work & improve the working method.

Check whether standards are available for the important work & If available are they effective then take part in establishing & updating the work-related standard

STEP- 7: All out Autonomous management

The objective of this step is to Make the operator fully independent & capable of managing his workplace on his own.

Below is the list of major activities of Step-07

Provide training of problem-solving skills to the operator

Make the workplace waste and problem-free by the operator

Make improvement as a routine work for the operator

Align the improvement activities with the company goals & objectives & do the improvements accordingly.

Also, Read How To Sustain Daily Operations In Lean Practicing Companies Through Application Of Standard Work Methodology

Key Points for Successful implementation of Autonomous Maintenance (Jishu Hozen)

Objectives of Jishu Hozen (Autonomous Maintenance)

Formation of an effective Team structure for Implementation of Autonomous Maintenance (Jishu Hozen)

Proper training of Autonomous Maintenance (Jishu Hozen) concept to the team

Make a Master plan for all the steps & strictly follow stepwise activities

Ensure the correction of abnormalities as per plan.

Top management should Ensure availability of resources on time

Timely review of progress should happen by Plant head, top management, Autonomous Maintenance Pillar chairman & JH circle leader.

Display activity board & Circle meetings must happen in front of the activity board on a daily basis.

JH Audit must happen after each step to ensure that all the requirements of that step have been met. The audit is conducted at 3 levels.

First Implement Autonomous Maintenance activity on the Pilot Model machine then after successful implementation deploys it in the entire organization.

Seven Steps Business transformation is a member of Seven Steps Group helping organizations in their journey of Operational Excellence.

We have Specialized TPM consultants who work across India, UAE, Srilanka, Bangladesh, Vietnam, Nepal, Indonesia, Middle East, Africa. In India, we support the entire country and our customers are across India which includes places like Hosur, Bangalore, Mysore, Shimoga, Tumkur, Calcutta, Jamshedpur, Pune, Mumbai, Vadodara, Gurugram, New Delhi, Pant Nagar, Vishakapatnam, Vizianagaram.

Life of equipment depends not only on how well it is used but also on how well it is maintained.  Various versions of maintenance techniques are in use.  Total Productive Maintenance popularized by Japanese is one of the best methodology used worldwide

When an “Abnormality” Occurs, Corrective action (To Prevent Recurrence) and Preventive Action (To prevent Occurrence of Similar abnormality) Needs to be taken………!

How?

CAPA includes control points, control levels, etc. This step is the key to the improvement of your performance.

To Prevent recurrence of the abnormality, you need to understand the situation in great detail, analyze the causes at a deep level, and take action to eliminate the cause.

To prevent the occurrence in similar areas, you need preventive actions. These actions include revision of SOP’s, control points & control levels along with regular skill updation of the concerned.

Also, Read Implementing Lean Maintenance System to Improve Factory Performance

Abnormality Analysis Framework

When any abnormality occurs, the root cause(s) of this abnormality must be known or analysis to be done & necessary corrective actions are required to be taken to prevent the recurrence of this particular abnormality. This corrective action brings in a gradual improvement in the performance level.

The occurrence of the abnormality can happen due to the following reasons:

SOP’s are not available

SOP’s are available, followed by the people but still, abnormality occurred.

SOP’s are available but not followed by the people

Analyze Abnormalities in the Industry Through Daily Management- Once an abnormality occurs, an analysis of the same must be done to conclude one of the above reasons due to which the abnormality happened.

Let’s Understand all the above three reasons:

a) If the conclusion is that the abnormality occurred because the SOP for doing the job was not available and the job was not done as per the standardized way, requisite standards operating procedure must be prepared by the concerned persons, all the people who are required to do this particular job must be trained and a system should be incorporated to ensure that jobs are done as per the standardized procedures.

b) While standards are available and followed, these are not adequate to achieve the desired level of performance. Therefore, these standards should be reviewed for adequacy and requisite modification should be made in these standards & training to be provided to all the concerned members.

c) While Standard operating procedures are available, these were not followed by operating people, further analysis should be done to find out the reasons behind people not following the standards

Also, Read How to Address Cost of Poor Quality and Customer Complaints in Manufacturing, Logistics, Supply Chains, Retail, Hospitality, Hospitals.

These reasons Can be:

People are not aware of the standards.

Standards are too difficult to follow.

People are aware of the standard but difficult to follow.

People are aware of the standards but knowingly not following.

Also, Read How To Sustain Daily Operations In Lean Practicing Companies Through Application Of Standard Work Methodology

Seven Steps Business transformation is a member of Seven Steps Group helping organizations in their journey of Operational Excellence.

We have Specialized TPM consultants who work across India, UAE, Srilanka, Bangladesh, Vietnam, Nepal, Indonesia, Middle East, Africa. In India, we support the entire country and our customers are across India which includes places like Hosur, Bangalore, Mysore, Shimoga, Tumkur, Calcutta, Jamshedpur, Pune, Mumbai, Vadodara, Gurugram, New Delhi, Pant Nagar, Vishakapatnam, Vizianagaram.

Please get in touch with us if you are looking for

Total Productive Maintenance consultants, trainers, and coaches in India for Automotive, Pharmaceuticals, FMCG, Oil and Natural Gas, Continuous Process Industries, Food Industry, Forging, molding, stamping, fabrication, and assembly.

Lean-Kaizen consultants and trainers for manufacturing, hospitals, healthcare, retail, supply chain, FMCG, agriculture products, warehouse, apparel, automotive, construction, fabrication, and assembly.

5S consultants for banking, manufacturing, warehouses, retail,  hospitals, healthcare services, food chains, restaurants, central kitchens, oil fields, etc.,

Quality consultants

CAPA includes control points, control levels, etc. This step is the key to the improvement of your performance.

To Prevent recurrence of the abnormality, you need to understand the situation in great detail, analyze the causes at a deep level, and take action to eliminate the cause.

To prevent the occurrence in similar areas, you need preventive actions. These actions include revision of SOP’s, control points & control levels along with regular skill updation of the concerned.

What is the Need for Standard Operations?

It  happens that the most important elements in the daily activity of manufacturing begin with the letter “M.” In factories, we are trying to find the best possible combination of Men, Materials, Methods, Measurements, and Machines, so that we can make the best products while spending less cost. Standard operations can be defined as an effective mode of workers, materials, and machines for the sake of making high-quality products at low cost, quickly, and safely.

Standard operations comprise the backbone of JIT(Just in Time) production. Many people make assumptions that standard operations are nothing more than standard operating procedures (SOP’s). But this is not True, Standard operating procedures have to do with specific standards for individual operations in the line and are just part of what we mean by standard operations. Standard operations involve the participation of individual operations in a specific order to achieve an effective combination for manufacturing products.

Another name for standard operations would be “Standard Work Instructions. Let us suppose that we have asked some manufacturers to do some manufacturing for us for a particular product. The person probably asks such questions as: “How do you manufacture these products? How much time and cost does it take to make them? and When will you deliver them? Why does the other manufacturer need to know all these things every time? Because they need to set the work we have asked them to do into their current production schedule.

Related Article: World Class Manufacturing

Standard operations serve the following goals:

Quality: – What quality standards a product must meet?

Cost: – Approximately what would be the conversion cost to make it?

Delivery: – How many products at once do you need to be delivered and by when?

Safety: – Is the manufacturing work safe for workers?

At the very least, standard operations should be able to answer those four questions.

Also Read, How to Analyze Abnormalities in the Industry Through Daily Management

Three Basic Fundamental Elements of Standard Operations: –

While standard operation system involves these three “M’s” element—men/women, materials, and machines—these elements are different from the three basic elements that go into standard operations.

1) Cycle time: This is the amount of time that takes a worker/operator to turn out one product (within a cell). We use the production/manufacturing output and the operating time to determine the cycle time.

2) Work sequence:  The order in which the worker carries out all the tasks at various processes as he or she transforms the raw materials into finished goods.

3) Standard in-process inventory: The minimum amount of in-process inventory (including in-process inventory currently attached to machines) that is required within the production cell or station for work to progress.

The contents of these elements will be different from cell to cell, and it is the immediate supervisor’s job to analyze the cell and determine exactly what each element will include in the process.

Related Article: How to implement Autonomous maintenance in Manufacturing, Pharmaceutical, FMCG, Oil fields industries.

Types of Standard Operation Forms

Although there are only three elements (cycle time, work sequence, and standard in-process inventory) in standard operations, also there are five types of standard operation forms used in the manufacturing industry.

1) Production capacity work table: This table examines the current production capacity of each process in the cell of the Gemba.

2) Standard operations combination chart: This chart helps to make a transparent temporal process of the relationship between human work and machine work at Gemba.

3) Standard operations pointers chart: This chart is used to list important points about the operation of machines, exchanging jigs, fixtures and tools, processing methods, and so on.

4) The work methods chart gives instructions on how to follow standard operations at each process in each cell.

5) The standard operations chart: Illustrates and defines the machine layout, cycle time, sequence, standard in-process inventory, and other factors in standard operations.

Related Article– How To Sustain Daily Operations In Lean Practicing Companies Through Application Of Standard Work Methodology

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Total Productive Maintenance consultants, trainers, and coaches in India for Automotive, Pharmaceuticals, FMCG, Oil and Natural Gas, Continuous Process Industries, Food Industry, Forging, molding, stamping, fabrication, and assembly.

Lean-Kaizen consultants and trainers for manufacturing, hospitals, healthcare, retail, supply chain, FMCG, agriculture products, warehouse, apparel, automotive, construction, fabrication, and assembly.

5S consultants for banking, manufacturing, warehouses, retail,  hospitals, healthcare services, food chains, restaurants, central kitchens, oil fields, etc.,

Quality consultants

What is the Need for Standard Operations?

It  happens that the most important elements in the daily activity of manufacturing begin with the letter “M.” In factories, we are trying to find the best possible combination of Men, Materials, Methods, Measurements, and Machines, so that we can make the best products while spending less cost. Standard operations can be defined as an effective mode of workers, materials, and machines for the sake of making high-quality products at low cost, quickly, and safely.