Poka Yoke

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  • Topic: Total productive maintenance, Lean concepts, Overall equipment effectiveness
  • Pages : 16 (4226 words )
  • Download(s) : 30
  • Published : March 27, 2013
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Implementation of Kaizen and Poka-yoke to Enhance Overall Equipment Performance - A case study Implementácia Kaizen a Poka-yoke pre zvýšenie celkovej výkonnosti zariadení- prípadová štúdia Anil S. Badiger, R. Gandhinathan, V. N. Gaitonde, Rajesh S. Jangaler Abstract Focused (Continuous) improvement is an essential requirement for sustaining and gaining a competitive advantage for the organizations. A successful continuous improvement program is one where in the operational defects are eliminated at the root cause level and are prevented from reoccurring. Total productive maintenance (TPM) methodology is a proven approach to increase overall equipment effectiveness (OEE) of equipment. It consists of eight pillars, focused improvement and autonomous maintenance are two important pillars amongst them to enhance overall equipment performance. These pillars aim to educate the participants in the concepts and philosophy of equipment maintenance and give them an opportunity to develop their skills and confidence. In the present work an attempt is made to identify the areas of improvement in equipment, kaizen and poka-yoke are implemented to enhance its overall performance to increase the productivity. Why-why method of root cause analysis is used to eliminate the causes. The OEE of the equipment is increased from 49.9% to 74.68%. The improved OEE resulted increase in availability, better utilizetion of resources, high quality products and also raised employee morale and confidence. Keywords: Overall equipment effectiveness, Availability, Equipment performance, Focused improvement, Autonomous maintenenace, Productivity.

1 Introduction
In this competitive world total elimination of waste is necessary for the survival of the organization. The wastes generated due to the failure shutdown of facilities that have been built, with huge investment and also waste such as defective products should be absolutely eliminated. In a manufacturing scenario, the desirable productivity, cost, inventory, quality and delivery all depend on the efficient functioning of the company’s facilities. The philosophies like, total quality management (TQM), just in time (JIT), flexible manufacturing systems (FMS),etc have led to a comprehensive maintenance technique known as total produc-tive maintenance (TPM) [1]. Hartman defines TPM as “Total Productive Maintenance permanently improves the overall effectiveness of equipment with the active involvement of operators” [2]. The aim of TPM to reduce the six major equipment losses, to zero, has been recognized as necessary for corporate survival. TPM is a unique Japanese system of plant management, developed from preventive maintenance concept. This approach emphasizes the role of teamwork, small group activities, and the participation of all employees to accomplish equipment improvement objectives [3]. It challenges a sense of joint responsibility between operators and maintenance workers, not only to keep the machines running smoothly, but also to extend and optimize their overall performance [4]. It is also defined as, bringing both functions (production and maintenance) together by a combination of good working practices, team working, and continuous improvement [5]. TPM is intended to bring both functions (production and maintenance) together by a combination of good working practices, team working and continuous improvement [6]. This paper presents a case study of implementing TPM concepts to a shot-peening machine. Overall equipment effectiveness (OEE) is used to measure the overall performance of the equipment and suitable data is considered for the analysis. The areas of equipment improvement are identified and why-why method of root cause analysis (RCA) is used for elimination of equipment problems. Kaizen and Poka-yoke are used to enhance the overall equipment performance and one-point lessons are used to raise the knowledge and confidence level of the participants.

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