TPM Activities have become widely disseminated and fixed in Japanese companies, and are now spreading to overseas enterprises. As such, they are now drawing much attention.
The reason for the high evaluation of TPM activities in that they have attained positive results. This may be the outcome of efforts to set targets for individual layers, such as the frontline, assistant section manager level, department of section manager levels, and plant manager level; to launch specific activities at these levels; and to achieve their targets through the united actions of all members.
TPM Requires setups that show contributions of the results to corporate management, and that show problems, if contributions of the results are small, and ways to solve such problems. the whole arrangement must be such that operational targets and TPM targets are unified.
The following indicates achievement indicators for each department and actions to be conducted by members of each circle, zone ,area.
KRA (Key Result Area), KPI (Key Performance Indicators ) Indexes and actions for each department, section, and circle.
Achievement Indicators
Plant Manager Level |
|
2. Manufacturing overhead |
3. Labor productivity |
4. Added-Value productivity |
5. Labor reductions ratio |
6. Earning improvement amount |
7. Work-in-process reduction ratio |
8. Work-in-process turnover |
9. No of complaints |
10. Safety (No of accidents resulting in workday lost) |
Department or section manager levels |
|
2. Per-hour output productivity |
3. Labor productivity |
4. Manufacturing cost |
5. Cutting-blade expenses per product |
6. Material expenses, failure cost |
7. Unattended operation ratio (no of units, hours) |
8. Successful unattended operation ratio |
9. Labor reduction ratio (automated and efficiency improvement ratio) |
10. Manufacturing overhead reduction ratio |
11. Maintenance expenses |
12. No of complaints |
13. Die, jig and tool losses |
14. Energy |
15. Safety |
16. Cumulative effects of Kobetsu kaizen |
17. Material yield loses |
18. No of proposals |
Assistant section manager level |
|
2. No of failures |
3. Setup improvement time |
4. Cutting blade exchange time |
5. Start up time |
6. No of improvement of minor stoppages |
7. No of improvement of speed reduction losses |
8. No of defects or reworks |
9. Time utilization ratio |
10. Capacity utilization ratio |
11. Non-defective parts (products) ratio |
12. Cumulative effects of Kobetsu kaizen |
13. No of themes resolved through Kobetsu Kaizen |
14. Labor Reduction Ratio |
15. Reduction of manhours |
16. No of proposals |
Circle Level |
|
2. Reduction of inspection and oiling time |
3. Reduced oil supply volume |
4. Cumulative No. of minor improvement |
5. No. of "good to find" cases |
6. No. of Failure analyses |
7. No. of improvement of minor stoppages and their changes |
8. Setup improvement time and its changes (per day) |
9. Changes in cutting blade replacement time |
Action
Plant Manager Level Action
Were the target set based on the plant manager's policy attained ?
What support should be provided to a section that has not yet attained the targets?
Should the support be extended to the section manager?
Should the support be extended in the form of project activities?
Department or section manager levels
Assistant Section Manager Level
Comments