The book title is entitled TPM: Case Studies, featuring the Factory Management journal that was written by Seiichi Nakajima and other members from the Japan Institute of Plant Maintenance, then edited by Nikkan Kogyo Simbun for the book. The journal introduces TPM and its relationship to Just-in-Time manufacturing, discussing the six major losses in manufacturing soon after, with the addition of analyzing these losses through TPM techniques.
Since the journal is a collection of insights from Japanese companies, the book features them as well. Companies like Toyota, Togo Seisakusyo Corporation, NBC Corporation, Nishi Nihon Sugar Manufacturing Co., Ltd. share their TPM methods and what trappings they resolved.
The efforts of Esme McTighe for editing and production management, Michael Kelsey for translation and art/text integration, David Richardson for the illustrations, and a few others make this book possible
I. Use of TPM in the General Sense
Toyota’s very own ‘Father of Production System’, Mr. Taiichi Ohno, viewed that Just-in-Time (JIT) and TPM cannot be separated. His idea of both concepts being intertwined with each other is what Toyota Production System thrives from — resulting to a thorough elimination of waste by asking ‘why’ five times. With this ideology, the Toyota Production System gears toward having cross-trained employees, flow creation, and to avoid defects. Broken down, it consists of JIT and autonomation. JIT is uses the kanban, which is a reference in achieving the right parts at the right times, and at the right amounts (completely eliminating inventory), in conjunction with a full implementation of standard work: cycle time, order of work performance, and standard work-in-process. Autonomation is stopping the line when a problem occurs, thereby eliminating defects in the long run. It consists of visual controls like signal lights and operable rates, where maintenance is justified and setup change... [continues]
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