International Journal of Science and Research (IJSR)

ISSN: 2319-7064
SJIF (2019): 7.583

Continual Improvement Using Jishu Hozen Pillar of

Total Productive Maintenance in Manufacturing
Organization
Akash Kumar
1
Bahra Institute Of Management and Technology, V.P.O. Chidana, Gohana -131301, India
promise4aakash[at]gmail.com

Abstract: For any industrial firm, the most important thing is Safety, Quality & Productivity. Everyday tasks are aimed at sustaining
and increasing it. After all, it determines the profit of the firm. It is also crucial for the economic progress of the country. High
productivity refers to doing the job in the shortest possible time with minimum inputs and wastage but without sacrificing safety &
quality. This is where Japanese improvement tool “Total Productive Maintenance” comes into the picture. This thesis aims to
implement JH pillar of TPM in manufacturing company which will help in determining the improved methods to perform the required
activities.

Keywords: Total Productive Maintenance, Jishu Hozen pillar, JH step 1-3 implementation, Kaizens

1. Introduction
1.1 TPM

Total Productive Maintenance (TPM) is a process or

technique. This technique was first introduced by Japanese
in 1952. This is an extension to TQM. TPM is a well-defined
and organized program which eliminate the losses caused by
break-down of machines and equipment’s by identifying and
attacking all causes of equipment break downs and system 2. JH Pillar/ Jishu Hozen/ Autonomous
down time. TPM is a cost-effective technique through this Maintenance
technique it is possible to maintain the plant,
machinery/equipment and tools in productive state in least 2.1 Introduction to JH Pillar
cost. Well maintained machines leads to productivity. There
is relation between cost of maintenance and cost of quality. Workplace Ownership: “I operate the machine; I will
We can’t think quality outputs without quality inputs and one maintain it also.” Jishu Hozen, which means autonomous or
of the important input is TPM. self-maintenance, promotes development of production
operators to be able to take care of small maintenance tasks,
1.2 Definition TPM such as cleaning, inspecting, and lubricating their equipment,
thus freeing the maintenance associates to spend time on
TPM is a Japanese tool/methodology which is used to get more value-added activities and technical repairs. The
excellence aiming Zero accident, zero defect, zero operators are responsible for upkeep of their equipment to
breakdown and Employee motivation through TPM culture prevent it from deteriorating.
at all levels of organization and Bringing customer
satisfaction through customer rating and competitive prices. 2.2 CLIT Inspection in JH Pillar
TPM is a system of maintaining and improving the integrity
of production, safety and quality systems through the Through autonomous maintenance initiatives, production
machines, equipment, processes, and employees that operators are expected to perform the TPM Activities of
add business value to an organization. Cleaning, Lubrication, Inspection & Tightening on a Daily
basis.
1.3 Why to do TPM?
2.3 Seven steps of JH Pillar
Zero Accident, Zero Defect, Zero Breakdown

Step Name Activity

1.4 Pillars of TPM 1 Clean and inspect Eliminate all dirt and grime on the machine,

Volume 9 Issue 12, December 2020

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Licensed Under Creative Commons Attribution CC BY
Paper ID: SR201122152147 DOI: 10.21275/SR201122152147 928
 International Journal of Science and Research (IJSR)
ISSN: 2319-7064
SJIF (2019): 7.583
lubricate, tighten bolts, and find and correct There is a requirement of several equipment and machines
problems. for this research work. Some of they are stated below
Eliminate Correct sources of dirt and grime; prevent  Moulding section machines
problem sources spattering and improve accessibility for
2  Power press section machines
and inaccessible cleaning and lubrication. Shorten the time it
areas takes to clean and lubricate.  CNC section machines
Write standards that will ensure that  Fibro moulding section machines
Draw up cleaning
cleaning, lubricating, and tightening can be  Die casting section machines
3 and lubricating
standards
done efficiently. (Make a schedule for  Assembly section machines
periodic tasks.)
Conduct skills training with inspection
Conduct general manuals and use general inspections to find
4. Experimentation & Analysis
4
inspections and correct slight abnormalities in the
equipment. 4.1 Outline
Conduct Prepare standard check sheets for
5 autonomous autonomous inspections. Carry out the 4.1.1 Background
inspections inspections.
Standardize
through visual Standardize and visually manage all work
6
workplace processes.
management
Develop company policies and objectives;
Implement
make improvement activities part of
autonomous
7 everyday practice; keep reliable MTBF
equipment
(mean time between failures) data, analyse
management
it, and use it to improve equipment.

3. Problem Formulation & Methodology

Fig. 4.1 Background
3.1 Problem Statement 4.1.2 Aim
The aim of JH pillar is to change the mind set of operator
For any industrial firm, the most important thing is Safety, from “I operate you maintain” to “I operate I maintain”.
Quality & Productivity. Everyday tasks are aimed at
sustaining and increasing it. 4.1.3 Objective
To achieve Zero Accident, Zero Defect, Zero Breakdown
3.2 Motivation / Need for Research and Zero Waste due to weak JH.

In this research work, I will implement Jishu Hozen pillar 4.1.4 Benchmark & Targets
which is called Autonomous Maintenance also. In
production there is misconception among production
operators “I run the machine, Maintenance maintain my
machine” They think that their responsibility is to run
machine & do production only. They are not responsible for
maintaining the machine. Machine will be maintained by
Maintenance department of company. Due to this
misconception, they regularly neglect many abnormalities in
daily routine. These abnormalities if neglected for long time
can lead to accident, defected part production, machine
breakdown. Using JH pillar this misconception is changed
into “I run the machine, I am responsible to maintain the 4.2 Key Points of Activity
machine”. Operator starts capturing all abnormalities which
can lead to any accident, defect & breakdown. These 4.2.1 Master Plan
abnormalities are timely removed.

3.3 Methodology

 Use JH step 0 methodology.

 Use JH step 1 methodology.
 Use JH step 2 methodology.
 Use JH step 3 methodology. Table 4.2: Master Plan
 Use JH step 4 methodology

3.4 Tools

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Paper ID: SR201122152147 DOI: 10.21275/SR201122152147 929
 7.2 Cost reduction

7.3 Opportunity cost reduction

8.0 JH International Journal of Science and Research (IJSR)

8.1 JH Step-1
ISSN: 2319-7064
8.2 JH Step-2

8.3 JH Step-3
SJIF (2019): 7.583
8.4 JH Step-4

9.0 PM

TPM final assesment audit

TPM first assesment audit
9.1 Support to JH

9.2 Breakdown analysis & countermeasure

9.3 Periodic maintenance system

9.4 Maintenance planning & control

10.0 QM

10.1 Customer complaint elimination

10.2 In house rejection reduction

10.3 Supplier rejection reduction

11.0 DM

11.1 New product development flow

11.2
Improvement in the product development
MP information flow from plant
11.3
equipments
11.4 Equipment initial control

12.0 E&T
4.4.1.2 Training: Knowledge about abnormalities
12.1 Formulation of training

12.2 Execution and monitoring of training

13.0 OTPM

13 Improving the office efficiency

14.0 SHE

14.1 Unsafe conditions and act identification

14.2 Fire training and mock drill

Surveys for poor ergonomics & poor
14.3
healthy conditions

Legends : Start of Activity End of Activity Activity Delay Activity Continue

4.2.2 Pillar Structure

For implementing the JH practice across the plant, we
formed a team who gives training and monitor the JH
activities.

4.3 Audit Methodology 4.4.1.3 Training: Red Tags & White Tags

Figure 4.3: Audit Methodology

4.4 Activity Status of Each Step

4.4.1 JH Step 0 Activity

4.4.1.4 JH Step 0: 1S Implementation

Figure 4.3: Step 0 Activity
1S Sorting
4.4.1.1 Training: Knowledge about machine

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Licensed Under Creative Commons Attribution CC BY
Paper ID: SR201122152147 DOI: 10.21275/SR201122152147 930
 International Journal of Science and Research (IJSR)
ISSN: 2319-7064
SJIF (2019): 7.583
4.4.1.8 JH step 0: 1S, 2S Results

4.4.2 JH step 1 Activity

Methodology

4.4.1.5 JH Step 0: 2S Implementation

2S Arrangement

4.4.2.1 Cleaning with inspection & Tagging of

abnormalities

4.4.1.6 JH step 0: 1S, 2S Audit sheet

IDENTIFIED TAG STATUS- MOULDING MACHINE

List Of Abnormalities ‘Fugai’- Moulding Machine

4.4.1.7 JH Step 0: 1S, 2S Overall plant benefits

Figure 4.12: List of Abnormalities

4.4.2.2 Fugai matrix & Tag stratification – Moulding
machine
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Licensed Under Creative Commons Attribution CC BY
Paper ID: SR201122152147 DOI: 10.21275/SR201122152147 931
 International Journal of Science and Research (IJSR)
ISSN: 2319-7064
SJIF (2019): 7.583
FUGAI MATRIX 4.4.3.1 Countermeasure of Source of Contamination
(SOC)

4.4.3.2 Countermeasure to Hard to Access (HTA)

TAG STRATIFICATION

4.4.3.3 CLIT time reduction activity – Moulding m/c 1

4.4.2.3 List of SOC & HTA – Moulding machine CLIT time of Moulding machine 1 reduced as described
SOURCE OF CONTAMINATION FUGAI below in activity chart.

HARD TO ACCESS FUGAI

4.4.2.4 Three layer of audit step 1 – Moulding machine

After completing Step 1 activity, Machine passed 3 level of
Step 1 audits.
4.4.3.4 Three layers of audit Step 2 – Moulding

4.4.3 JH Step 2 Activity

METHODOLOGY
4.4.4 JH Step 3 Activity
METHODOLOGY

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Paper ID: SR201122152147 DOI: 10.21275/SR201122152147 932
 International Journal of Science and Research (IJSR)
ISSN: 2319-7064
SJIF (2019): 7.583

4.4.4.1 Preparation & Implementation of Machine

tentative standard – Moulding

4.4.4.2 Visual aids displayed on machine

5. Results & Conclusion

5.1 KPI Results

5.2 KAI Results

4.4.4.3 Checkpoints added in JH checksheet

5.3 Intangible Benefits (Qualitative)

4.4.4.4 Three layers of audit Step 3 – Moulding machine

5.3 Future Scope

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Paper ID: SR201122152147 DOI: 10.21275/SR201122152147 933
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ISSN: 2319-7064
SJIF (2019): 7.583
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Licensed Under Creative Commons Attribution CC BY
Paper ID: SR201122152147 DOI: 10.21275/SR201122152147 934