Quality Function Deployment

QFD & TPM

Manufacturing
Capability
TPM-SCM 8 Pillars

方針展開

リスクマネージメント
安全・衛生・環境
教育・訓練
個別改善

初期管理

品質保全
自主保全

計画保全
Before TPM

http://tpm.unilever.com/
 TPM 8 Pillars

1. Focused Improvement (Individual / KOBETSU Kaizen)

2. Autonomous Maintenance
3. Training for Operation& Maintenance Skills
4. Effective Maintenance
5. Early Management
6. Quality Maintenance
7. TPM in the office (or TPM-SCM)
8. SHE, Hygiene & Consumer Safety

http://tpm.unilever.com/
 Lessons Learnt From The Past

Manufacturing Manufacturing
Capability Capability

Step-change
(Focused
Improvement)

Retention &
improvement

Before TPM After TPM

Total / Deployment / Loss / Team / Steps
Ownership / Continuous Improvement culture
Skill development
Knowledge retention and sharing
http://tpm.unilever.com/
 TPM Levels 1 to 3

Level 3: Business Process

Level 2: Manufacturing Process

Brand = Supply Chain
Development

Customers
Suppliers

Customers -
Level 1: Production site
Channel Dev.
Plan
Source Make Delivery

Marketing Cash In

http://tpm.unilever.com/
 Based on Factory

SHE
TPM-SCM
Eight pillars of TPM-SCM

Quality Maintenance
Early Management

5S
Training & Education
Planed (Effective)
Maintenance
Autonomous Maintenance
Focused Improvement

http://tpm.unilever.com/
 Whole Supply Chain

SHE
(ES/SS/GS)
Risk Management
(Measures against risk)
Eight pillars of TPM-SCM

Innovation Support
(Launch new products)
TPM-SCM

Training $ Education
(Improvement of Skills)
System Maintenance

5S
(Maintenance of standard)
Autonomous Maintenance
(Making of foundation)
Focused Improvement
(Reduction of losses)
Service

http://tpm.unilever.com/
Improvement
(Improvement of
CS)
 TPM 8 Pillars

1. Focused Improvement (Individual / KOBETSU Kaizen)

2. Autonomous Maintenance
3. Training for Operation& Maintenance Skills
4. Effective Maintenance
5. Early Management
6. Quality Maintenance
7. TPM in the office (or TPM-SCM)
8. SHE, Hygiene & Consumer Safety

http://tpm.unilever.com/
 QFD

Early Equipment Management

http://tpm.unilever.com/
 Vertical Start-up (Early Management)

Traditional Approach
(%)
Startup period
OEE(Eff.)

Target

OEE

Time
Design
Fabrication Problems
Problems

Test run
Installation Commissioning
Acceptance

http://tpm.unilever.com/
 Vertical Start-up (Early Management)

Early Equipment Management

Traditional Approach for Vertical Start-up

(%)
(%)
Startup period Startup period

OEE(Eff.)
OEE(Eff.)

OEE
Target
Target
OEE

Time Time
Commissioning
Design Installation Acceptance
Fabrication Problems
Problems
Problems

Test run
Test run
Installation Commissioning Fabrication Problems
Acceptance Design

http://tpm.unilever.com/
 MP Information Feedback System

Raw Data Study Countermeasures & Feedback

Standardization
-Accidents reports Feedback for
Safety -Safety Audit reports Design of
next
-Breakdown reports Technical
generation
studies
-Repair records
Reliability -Complaints study report
-”Rejects & rework”
countermeasure reports
-Improvement reports
-Inspection reports MP Information
Design
Maintain- -Maintenance records standards
-Improvement reports guidelines
ability
-Changeovers & Adjustment
improvements reports File per each
Operability equipment model
-Autonomous Maintenance MP Sheets MP feedback
improvements reports data (specific)
-Memos between departments One Point
General Lessons
-Trouble reports
Others
-Other TPM Activities reports
http://tpm.unilever.com/
 E q u ip m e n t o p e r a t io n & m a in te na n c e d e p a r tm e nt s E q u ip m e n t p la n n ing & e n g in e e r in g
P r o d u ct i o n M a in te na nc e T P M C o m m it t e es E n g in eer in g C e n te r fu n c t io n s
K a iz e n Br e a k d o w n C o m m is s io n in g
S u gge s t io n s R e c o rd s Re p o r t s

S a fe ty r e p o r t s Re p a ir & In itia l F lo w
Co u n te r m e a s u r e s C o n tr o l re p o rts
TPM
Im p r o v e m e n t s M a in te n a n c e De s ig n
R e c o rd s Im p r o ve m e n t
T r o u b le r e p o r t s
Im p r o v e m e n t s Pa r ts M P s tu d y
C o unt e rm e a s ur e s Re p o r t s Re p o r t s
re co rd s
Co r r e c t iv e Im p r o ve m e n t
M a in te n a n c e P r o d u c ts r e p o r t s
R e c o rd s

O n e p o in t O n e p o in t
Le s s o n s h e e t s Le s s o n s h e e t s M P S h e e ts

M P S h e e ts M P S h e e ts
O r g an iz e m e e t in g s
& m o n ito r P r o g r e ss

M P S h e e ts
Ch e c k & m o d ify O r gan iz e m e e t in gs
if n e ed ed & m o n ito r P r o g re ss M P S h e e t f ile s
( M P F eed b a c k D a ta )

s t u d y to d e v e lo p
M P In fo r m a t io n
R e p la y

MP
In fo rm a t io n
M o n ito r P r o g re s s
& S u ppo r t S t u d y to d e ve lo p
D e s ig n s ta n d a r d s
R e p la y

De s ig n
St a n d a r d s
M o n ito r P r o g re s s
& Su ppo r t

M o n ito r in g & Mo n i to r in g & Ap p ly to th e

F o llo w - u p F o llo w - u p Ne x t p r o je c ts
http://tpm.unilever.com/
 TPM Levels 1 to 3

Level 3: Business Process

Level 2: Manufacturing Process

Brand = Supply Chain
Development

Customers
Suppliers

Customers -
Level 1: Production site
Channel Dev.
Plan
Source Make Delivery

Marketing Cash In

http://tpm.unilever.com/
 Effect on LCC at Each Development Step

Early Management in
100% Category
95%
85%
Life-Cycle Cost Structure

Detailed design and development

75%
66%
System analysis, evaluation of alternative
proposals (tradeoffs), system determination, etc.
50%

Market analysis, feasibility studies, operational requirements,

25%
maintenance concepts, etc.

0%
Product planning Manufacture / Use of product or
Initial system Detailed design
and concept
design and development construction and system, and
design evaluation logistic support

http://tpm.unilever.com/
 When and How Often Development
Problems Occur
When the problems could have
been dealt with
When the problems actually
happened
Number of problems

21
14
12
4 3 0
2 0
0 0
Volume
Concept Product Prototype Trial Volume
production
planning development design manufacture production
design

http://tpm.unilever.com/
 The Advantages of Integrating Product
Engineering and Process Engineering
A Product engineering (upstream) B
(1) Conventional sequential One-off transfer of finished drawings
Sequential from upstream to downstream
approach
Process engineering (downstream)
(2) Extensive technology
transfer
Wide range of design
(3) Overlapping activities information transferred
based on transfer of Overlap Information released bit by bit in
advance
advance information
Factory-friendly design
(4) Mutually-coordinated Advance information
passes both ways
overlapping activities
Factory-friendly design from an earlier stage
(5) Overlapping activities
involving both parties from Information exchanged before
an earlier stage product is developed

Product development cycle Initial information-gathering, with no action

Level of knowledge (low-high)
Limited information flow Extensive information flow
A: Start point (time from A to completion of process = engineering lead time)
http://tpm.unilever.com/
B: Arbitrary point in time © JTG 17
 Early Equipment Management steps

Steps Key events

-Policies & Conceptual equipment desig n
1.Concept Planning -1st Design Review (D.R)

MP Data
-Capital budget plan & approval, Specs
2.Execution Planning
-2nd D.R. & Quotation
-Basic design & 3rd D.R.
3.Design
-Detailed design & 4th D.R.
-Manufacturing drawings & Approval
4.Mnfctur’g & Test
-Final order placement & Manufacturing

5.Installation -Test run & adjustment

-Designate for Initial Flow Control
-Prepare for full production, Training
6.Precommissioning -Full production operation
-Release the Initial Flow Control
7.Initial Flow Control
-Delivery with Operation manual,
Periodical inspection & repair standards,
Operation Auto-Maintenance standards,
Standard Operation Procedures
http://tpm.unilever.com/
 Early Equipment Management steps

Steps Key events

-PoliciesQFD applied
& Conceptual to the IPM
equipment designfunnel
1.Concept Planning -1st Design Review (D.R) at
-Capital budget plan & approval, Specs a
2.Execution Planning Idea D.R. &
-2nd Feasibility
Quotation Capability Launch DOut
Roll
Conceptual
Cust om e r
Re qu est
Preliminary
P
-Basic design & 3rd D.R. Cust om e r Pr oej ct Char t er

M
I nt er v iew

Detail, Construction and

3.Design Phase1 Phase2 Phase3 Com pl et e Pr oj ect
Co nt r act
Cust om er
I nt er vi ew
CommisPshioansien4g
-Detailed
Product Planndesign
ing & 4th D.R.
Part Development Process Planning
PRI AM Ri sk Q uc

in
Sca n ( RQ S)
c uld
g bu n
in
r isks
sis
e
i k

CWor
a r r kshop?
y O ut MP
Is
A Cor e Des i gn
Updat e Pr oj e ct
Cont r a ct

Is
O per a t i onal
I mpr ovement
Re view
Pr i ev i ous
Per l i m i nary
Pr oj ec t Cont r act

Up da t e Pr oject
Execut ion Pla n
( PEP)
Pr ojec t eam
Def ini t oi n
Pr oj ec t Co-
or dinat ion
Pr oc ed ur e
( PCP)
Production Planning
Co nt r act
st r at e gy
Handover and
Feedback
Operation

4M 's Wor ks hop Av ai l abl e? Da t a Engi neer i ng Fin al i se

Pr oej ct s
Av ai l abl e? De t ail ed Co nst r uc t ion
Engi ne er i ng Co nst r uc t ion

No
Co nt r act In i ti a l F low

No

No
Yes Yes Yes I ncl udi ng Br ei f ( &m anage
unkn owns) Pr ep ar a t ion Bes t Pr ac it ce
Cost EST
Co n tr o l

-Manufacturing drawings
Cor e MP 3r d par t yDe tail ed

&Process
Approval
MP De sgi n I nf or m a t ion Engine er i ng Co nt rac tor Pre pa rati on P r o ject Im p ro v ement
Wor kshop
I m put Sel e ct oi n& Han d o v er Reco r d s
Clo seo ut

4.Mnfctur’g & Test

App oi nt me nt
Co nt r act o r

Design s
Requi Part Production ec hnolog y and M P Wor kshop
Sele ct oi n
Pre -

rement
Tr
Sup ply Chain Co ncept u al m at ion Scannin g

Characteristic Requirements
I nf o De si gn Revi ew
I m pact St udy St ud y
n da Be nchm ar kin g
c o m mi ssi on in g

Operations Updat e Des i gn + Cost De t ailed

Co nst r uc t ion
Plan
L in e Op erat or
Co n su mer Review
Co re Desig n s

-Final order placement & Manufacturing

Pr oc ess

Characte ri stic s
Def ini t oi n

Requ ir em ents
Co nst r uc t ion
Co nst r uc tion I ns tal at ion
Dry

Key P rocess
and
PRI AM St udy VESt udy N
eo I ns tal a tion Re views Revi ews
Saf e yt Assessme nt Desi gn Rev iew
I s ni
def ai Det
t ioal
ni d Co m m i ssoi n ing

Key De sign
P r o d uct

Oper ati on s
( e. g . PHA1) co m pel te
Ye Co n su mer M P Worksh ops

Key P ar t
Cus tome
s I ni t ial Fol w Snaggi ng and
Rev iews

r Wan
Updat e Des i gn + Cost Updat e Des i gn +Cost Pr oc ur em ent Co nt r ol
Re view
Pl an ni g
n
De t ail ed Cos t
Est i m at e +-/ %
5
We t
Up da t e De signs/ er at i ngTe am RawM a t er i al Co m m i ssoi n ing
O pe cr ui t ment and Packa ging Co nst r u
Cost s ai c t io n Up da t e
R av labil i t y
docu ment at io
Com pl et e On e P oint
Years
rs of Co nce pt Des ign
Saf e t y Sudt y (PHA2,
HAZO P, Ri sk
I s a HACCP Ye Up da t e D
e t ai le d
s
n( as bu il t )

Pro c e s s
Histo ry Managemen t Lesso n s

-Test run & adjustment

As se ss m ent et c) n( i f
Yes Re vi ew Pr oc esed )
r eq ui r ed s HACCPSt ud y Co m m i ssoi n ing

ts
t

5.Installation
Def ini oi

No corrosion.
r eq ui r

Duraability Paint Spec Dip tank Time20 mins De si gn s/ Cost s

Updat e Desi gn + Cost

Fi nal Desi gn &

No

Ch an gUpdat e Det ai led

HAZO P2 St ud yes Pr
oc ess Hand Ove r
Deco mmis sio n in g

Target 3 yrs 2.5 gm/m 3 coats Temp48-50 C

Up da t e Re uq ir ed
?
O per abi l t y Rev iew No
Chan
De f init oi n( i f
r equi r ed)

Co m missioning
ges

-Designate
protection for Initial Flow Control
No Updat e Det ai e l d

1 Pr od uc e
Co ncept u al Re por t
Updat e Desi gn + Cost
Com pl e t e Pr el im inar y
Engi nee rn
i gRe por t and
CEP
FiRnal Desi gn
e vi ew

I ssue Fni al
De t ail ed
Engi ne er i ng
De Pr
f inoc
it oi ess
r equi r ed)
n( i f

C onstruction and Demo liti on or

reu s e
pack age
Installation
Launch Rollout
Ma ke Ch an ges

Ca nce l Pr oj e ct
M ake
Gate Gate
St op ch an ge Ca ncel pr ojec t
Detail and

-Prepare for full production, Training

Revise Pr op os al s Ga e
t Re view St op
Pr oj ec t Revi se Pr oposal s s G a et Revi ew
Pr oej ct

Procurement

nt n

t hout ch
i
wi

an ge s
Co nt ni ue wt ihout

Co
ue
Ch an ge s

6.Precommissioning I ni t ai et Preilm inar y

Engi ne er i ng Ph as e
I ni t i at e Capabil ity Phas e

-Full production operation Con c e pt

Ga te
Contract
Gate

-Release the Initial Flow Control

7.Initial Flow Control Charter
Gate

-Delivery with Operation manual,

Periodical inspection & repair standards,
Operation Auto-Maintenance standards,
Standard Operation Procedures
Limited use: Only for Unilever

http://tpm.unilever.com/
 A Typical Early Product Management
System
S t andards and
Flow diagram of e arly product manage m e nt s ys te m W hat to check
forms

W h at co m pany
1 Concept

W h at cu stom ers wan t to buy

wan t s to s ell
C heck basic potential
and hurdles
concerni ng market, Devel opm ent
Exp lo re p o ssibilit ies First d es ign rev iew t echnol ogy and cost Topic Selection
S heet
Decid e on d ev elopment
p rio rit ies
2 Planning

Seco n d d esign rev iew Des kt op review

Decid e on s p ecifications
C onform i t y
R evi ew basic
R evi ew
Do ro u g h co ncept ual d esign perform ance in terms
Th ird d esign rev iew C hecks heet
of funct i on and
Giv e g o -ah ead for s t rengt h, and possible
3 Design

d ev elopm ent Bo ard of Direct ors C oncept propos al

m anufact uri ng eval uat i on system
m et hods
Do d et ailed (as semb ly) d esign New-p ro d u ct d ev elopment
meet in g
Do d et ailed (p arts) d esign Identify and deal with
pot ent i al probl em s
4 Prototyping

Do p ro cess d esign Fo u rt h d esign rev iew

Ord er p ro totype Fifth d es ign rev iew FM EA Sheet

-As s em b l y
-C o m p o n en t s
In s p ect com ponents
-Processes
5 Evaluation

P rot ot ype Order

C heck funct ions C ont rol Ledger
First p ro t o type

Seco n d p rototype C heck perform ance

Identify and deal with

6 Volume production

Co n firm p erfo rman ce and

actual probl em s
s p ecifications
C onform i t y
Sixt h d es ign rev iew Im pl em ent and check R evi ew R eport
Ev alu ate count erm eas ures
ai m ed at ens uri ng that Test R eport
Reg is t er for v o lu me p ro d uct ion defectives can n o t be
produced or passed on
P roces s FM EA
http://tpm.unilever.com/
 A Typical Characteristic Table for Products
under Development
Characteristic Table for Product under Development
User’s quality requirements Characteristic values
Characteristics
How
Characteristics for our product
User competitor’s
Aspect of use Our approach required by Our approach and
requirements product
user competitor’s
measures up
product
Bonding 1) Bonding Must bond well 1)Must be tacky
workability Dismantle with initially, and
user’s product polypropylene bond at low
temperatures

Our product (under development)

2)Must bond
Check section of with olefine
equipment where fibres
product is used

Competitor’s product
Must bond well
At time of processing

with
Usage procedure

Plastic board Must not leave polypropylene

Punching out 2) Processabili- any glue Must not migrate
ty residue when
punched out

A 1500 1300
B 1300 1100
Substrate must C 1300 800
Must be Has necessary be non-oriented
Degassing 3) Excellent PET strengthened in strength in
degassability horizontal horizontal
direction using direction
nonwoven
fabric
 Flow
Other relevant departments Manufacturing department Production engineering Checkpoints Standards and forms
department
-Commissioning control required or not? 1Annual Equipment Planning Application
Policy -Purpose and necessity
1: -Cost benefit Form
Formulate equipment plan 2,3,4 2 Equipment Planning Review Form
Planning -Priority ranking
Review equipment plan -Development period 3Equipment Specification Setting Sheet
1st DR -Persons responsible 4 Equipment Planning Checksheet

Approve plan 5 5 Equipment Planning And Budgeting Table

-Budget and schedule
Equipment budget plan 6 Process QA M atrix
-Preventative measures for foreseeable 7 4-M Analysis Table
Purchase request problems - Running cost 8 FM EA Sheet (for process)
2: Action -Production capacity
planning 5 9Record of Changes Needed in Equipment
Approved -Reliability - Flexibility
Design, and Action Taken
Formulate equipment specifications -Operability - Initial cost 3 Equipment Specification Evaluation Table
-M aintainability - Safety 10 Equip me n t D e s ign F a bri c a t i o n
6,7,8,9,3,10 -Procurement lead times
2nd DR Specification
(Outsourced design)
(In-house design) 11 Common Equipment Specifications
Request for order Estimate -Equipment FM EA - Capacity
placement 12 FM EA Sheet (for equipment)
-Reliability - Flexibility 13 Basic Design Checksheet
-Operability - M aintainability 9 Record of Changes Needed in Equipment
11 -Safety - Economy
3: Design Basic design Design, and Action Taken
3rd DR 12,9,13 -Shape of parts, machining tolerances, 14 Detailed Design Checksheet
materials, surface roughness, heat- 9 Record of Changes Needed in Equipment
Detailed design treatment
Design, and Action Taken
4th DR 13,4,9 -Selection of commercially-available parts
-Interim check
Approved 15 Witnessed Inspection Checksheet
4: -Schedule, main parts (precision of fitting (interim)
Fabricatio Fabrication drawings fabrication and processing)
drawings

MP meeting
n -Production capacity, process capability
Estimate
-Functionality and performance (operation,
Request for order 15 maintenance, safety, reliability) 15 Witnessed Inspection Checksheet (final)
5: placement -Correction schedule, amendments to
Witnessed Fabrication
drawings
test-run 15 -Layout and installation
Witnessed test-run -Plumbing and wiring 16 Equipment Installation Checksheet
6: -Production capacity, process capability
16 Installation -Record of action taken regarding
Installatio problems
n -Initiation and termination of 17 Commissioning Control Notice
17 Initiate commissioning control commissioning control 18 Commissioning Control Table
Commissioning

7:
Test-run -Operating log
adjustment -Defect rate (or good-product rate) 19 Record of Action Taken Regarding
Commissi 18 Prepare for volume production -Failures and minor stops Problems
on-ing -Safety
19 Start volume production -Handling guidance
-Performance, availability
17 Terminate commissioning control 20 Operating M anual
-Guidance on operation and Autonomous 21 Periodic Inspection Standards
Operation 20,21,22,23
http://tpm.unilever.com/ Hand over © JTG
M aintenance 22
22 Autonomous M aintenance Standards
23 Work Standards
 TPM 8 Pillars-2

4. Effective Maintenance programme

-Support the TPM activities through “4 Phases”
-Time Based, Condition Based, Corrective Maintenance Deep KAIZEN
QM 10 S teps
-Maintenance Prevention(MP) Design
5. Early Management
-Early Equipment Management
-Early Product Management
6. Quality Maintenance Programme
-Built in Quality in Equipment
-Maintain zero-defect-equipment which produce
zero-quality-defect products

Effective maintenance

Quality maintenance

Early management
http://tpm.unilever.com/
 QFD > TPM-SCM

http://tpm.unilever.com/
 TPM Levels 1 to 3

Level 3: Business Process

Level 2: Manufacturing Process

Brand = Supply Chain
Development

Customers
Suppliers

Customers -
Level 1: Production site
Channel Dev.
Plan
Source Make Delivery

Marketing Cash In

http://tpm.unilever.com/
 TPM-SCM Project
S-1:
S-1:Extraction
Extraction of
ofissues
issues on
onmarket
market

S-2:“What
S-2: should be”
“What ititshould be”on
on products
products supply
supply
(business,
(business, products)
products) (LT,
(LT,inventory,
inventory, cost,
cost,etc.)
etc.)

S-3:
S-3:Gap
Gap analysis between “What
analysis between should be”
“What ititshould be”
(flow
(flowanalysis,
analysis, loss
lossanalysis)
analysis)(LT,
(LT, inventory,
inventory, shortage,
shortage,cost,
cost,etc.)
etc.)

S-4:
S-4:Setting
Setting Kaizen
Kaizentheme
theme and
and prioritization
prioritization

S-5:
S-5:Focused
Focused Improvement
Improvement

S-6:
S-6:Autonomous
Autonomous Maintenance
Maintenance
http://tpm.unilever.com/
 Process Loss & Function Loss: TPM-SCM

PLAN SOURCE MAKE DELIVER

■Organization covered

PROCSS KAIZEN
functions
■ Evaluation of Trade-off
■ Using IT
■ Chang the Concept
■ Typical Themes:
Inventory Reduction, - Lead Time
FUNCTION KAIZEN Reduction, - Fill Rate Upgrade

Focused
FocusedImprovement
Improvement
■ Using Powerful Technology Autonomous
AutonomousMaintenance
Maintenance
( ＩＥ、ＱＣ) Planed Maintenance
Planed Maintenance
■ Typical Themes Quality
QualityMaintenance
Maintenance
- Increasing Efficiency Early
EarlyManagement
Management
- Loss Reduction

http://tpm.unilever.com/
 A Key Feature of TPM-SCM
Team Based Activity

Supply Chain
Capability

Supply chain
Excellence
Process-based
Functional Team
Excellence
Function-based
Current
Team
Capability

Plan Source Make Deliver

http://tpm.unilever.com/
 Relationship between Hoshin deployment and
Loss analysis: TPM-SCM

Loss analysis result should be reflected on

measures and policies of Hoshin deployment !!
Hoshin方d針 loy開
ep展 ment
Company Target
全社目標 ロoス
L ss 分
Analysis
部目標 T
Department 部目標
部目標
Departme nt T 部目標
部目標
Departmen t T

Section 課目標TSection
課目標TSection 課目標T Section
課目標TSection
課目標TSection
課目標T
P析
laa n Sourrccee Mak e Deliver
I在
nv庫
entory n Deliver

Process Loss
Inventory
在
red庫
reTd縮
短
L
uc削tion減
uction
プ 削
Lea減
L
短 d Time
Pro
欠品 du防
prevention
ct 止shortage ロ 縮
Tto品
欠
S ckout
ｸCﾚoｰmﾑp防 lai止
セ
Measures

nt
pre
ｸﾚom
防
C 止ﾑ
ｰ
小ﾛvｯeﾄnt
Small 化
lot
ion plaint
防 mall lot product’n
止ｯ
ス 小ﾛ
S
P
生ro産du性ct向
ivi上
ty
ロ ﾄ生
P r化 od産 uct性 ivity
improvement improvemen
予re測
P di精
cti度on向 ac上
向
It m測
予 p上 ro精 ve度 ment of
ス

Function Loss
im pdruo削
cvte減 p向
curacy 不良 P o
r Qurea上 diction fect
rm eufn/ceV
eVdA titct
ons a不ccu良 lriatycyde
de E reduction
VA/VE
Mミ iス sta防 ke止 V/E
削
VAA減
V /
M
V e asures to
pr ev
誤出荷d防
W ro ne nt
g oieln止
ivery ミ
prevス
E
ent
prevention
防
M
m誤 iesat出
止
askuere荷
prevent wrong
ss to

deliv止
防 ery

http://tpm.unilever.com/
 A Key Point of TPM-SCM
Strategy Deployment

DDC Reduction
DDC Red. %

Partnership VE on pack. design Conversion Cost Stock Reduction

No. of supplier No. of btls Conv. cost Stock wks
(A factory)

Harmonasation OE imp. (line A)Continuous run

Prioritisation
No. of btls OE % milestone
OEE %
85%
CO time red.
ave. CO time 60%

Availability % Perf ormance % Q uality %

75% 90% 90%
85%
65% 70%

Set-up / Start-up Minor Reduced Quality

Breakdowns Rework
Changeover Shut-down Stoppages Speed Rejects

min min min number prod/min prod prod

Input for Deployment Set-up adjust Start-up

Cleaning Shut-down
Type A
Type B
Type A
Type B
Machine A
Machine B
Machine A Complaints
Machine B Contamination
Changeover Type C Type C Machine C Machine C Out of spec
Type D Type D Machine D Machine D Damage
Type E Type E Machine E Machine E

http://tpm.unilever.com/
 Flow of Strategy - Loss-Cost - Action

SC Strategy
TPM-SCM 8 Pillars

方針展開
Target Deployment

リスクマネージメント
安全・衛生・環境
教育・訓練
個別改善

初期管理

品質保全
自主保全

計画保全
Loss-
Loss- Cost
Cost && Stock
Stock matrix
matrix
Action
Action Action
Action Action
Action

KPI
KPI KPI
KPI KPI
KPI KPI
KPI KPI
KPI KPI
KPI

http://tpm.unilever.com/
 Loss Identification & Structuring

http://tpm.unilever.com/
 Autonomous Maintenance: TPM-SCM
Input

Standard Sto ck
•

•
Actual Data
Standard/Safety Stock
Process Output
Process Map
Actual D/P/S LT Material Requirement Plan Supplier
Order Balance
•Actual Data
•Out-sales
• Capacity

Demand
Forecast
Supクpリ
B.B.
lyー
Supply
Pン
lanズning
Planning (Level 0)
•Intage Data A.
A.
•POS, etc Deに maっnこ
Demand りPlanning
dP l予
ann測
ing
Sales Information Monthly/Weekly Supply Plan

Volume Allocation for Promotion

C.C.
Product
Marketing Production
ProductionPlanning
Planning
Concept
(Scheduling)
(Scheduling)
リ ブ豚 J. deダブ豚
J.
Order Wholesaler
ヘOOrder
アrdポ タa
erッMーnaと
Man 紅 entのnt意志
geageme
m茶
Sales Plan
CTM Promotion Plan
D.
D. Deployment
Material Shippin g PlanPlan
PE Material Material
Request
Planning
Planning
Judgeーマン ね じモン Shipping
New Product Development Let’s caFF. l.ory off 中吉I.I. 大福三 Instruction
E.E. g
CCE Project QM ち atゃ
Material eriん al Deployment
DeploymentPlannin
Planning
Supplier
SupplierSelection
Selection Purchase
P茶
Puurc・rhchahsaes・eOちOrゃ d rderer
Needs Request
Terms & Condition
Shift Scheduling
Purchase Order Transfer
Order

Supplier ck Management (Ma H.

H. KK
Material GG.S.S to
ock ettraeiraila))l
t Man ag emen t (M Material Product Product
Production
Production Distribution
Distribution

ね じ モン リ ブ 豚deダブ豚
Let’s calory off ヘ アポッターと紅茶の意志
Qち ゃん
Process Map 茶 ・ cha・ちゃ

(Level １)
Team activities
海外オークシ ョンの場合

発 見
オ
事サ
No

ク
レ
No

ク
per AM team
Negot i ation

Up u la 注 積
ー
確プ ー レ
ダ 確の注ト
数
量 書 ラ
認イ サシ ム ）池 馬
（審 ー
発
・ ー ヤ 認受 ンッ 亀 ム
wi t h

注 受 ）（ ー 取文 プ ささ 査
取 か 請プ
ルメ Yes
Pr i ce

先 ら ん
の り
決
定
り
の ・書・ン ん・江 Yes
返

柴田 量 Ｔ 通
(

ＴＦ 発 ト成 グ オ ） 到
I TS Contr ac t
FOREX I nde n

Updat e
I TS

ＳＳ 算 Ｐ 行 ）（で ー 着 関
出 Ｓ
） に 確
認 諸
Or der

生
へ ダ
産Ｃか
Ｍ で で ー
の
情 （
通 掛
ら 所 ト 報 関
計
画Ｉ 要 ラ り
転 の ッ を な 計
送 リ ど 算
ス作 キ
ン
t

池亀 絡 サ

プロセス分析
プロセス分析
指 ン
・ た
I TS

プ
示 ン
リ め
グ の上
・ リ使で
搬 リ
入 ー用可
連 ス能
の

Ｆ ん
Pl anner)

ん搬
他 F u n ction Ｓ 荷
I TS

Ｃ ）入 受 ） に
Ｍ 指 入
に 示 け 力
生
( Suppl y

産 （ （
計 前 （ 前
岡 物 岡
画 さ 流
入 ） さ
力

オ
S u p p lier ー
ダ 出
ー 荷
受
取
り

業務分析
業務分析 業務マニュアル化
業務マニュアル化
Process Map
(Level ２)
・業務棚卸し
・ABC業務分析
・不具合改善

http://tpm.unilever.com/
 QFD

QFD

http://tpm.unilever.com/
 Achievement of Factory in Italy

80.000
Tonage of "family of products"

60.000

40.000

20.000

Actual 1999 Actual 2000 Actual 2001 AC 2002

tons % tons % tons % tons %

TRADITIONAL ------ 85% ----- 77% ----- 70% ------ 56%

4 SALTI IN PADELLA ------ 15% ----- 23% ----- 25% ----- 29%

New category - 1 - - - - ----- 5% ----- 9%

New category - 2 - - - - - - ----- 6

----- ----- ----- ------

http://tpm.unilever.com/
 Findings

Proposed Situation to Integrate QM and main tools (including Robust Design) into Early Management Process

QM Task Tools Information QM Task Tools Information

Understanding Upgrading Standards

the present situation FMEA QFD

Restoring FMEA Observing Standards QFD

Determining the MP
Analysing Factors FMEA RD SPC criteria for evaluation QFD RD Info
MP
FMEA RD SPC Info Optimising
Removing causes
(Removing causes) QFD RD (Internal
(Internal) &
Setting Conditions FMEA Setting Conditions QFD RD
External)
Revising Standards FMEA Improving Conditions QFD

Controlling Standards FMEA Controlling Conditions QFD

Improvement Management Development Management

FMEA - Failure Mode Effect Analyse

RD - Robust Design
SPC - Statistic Process Control
MP Info -Maintenance Prevention Information
© JTG 36
QFD - Quality Function Deployment
 Idea F e a s i bi l i t y C a p a bi l i t y Launch Roll Out
C o n c e p t u al
Cu st om e
Re quest
r
Pr e limin a r y
The Advantages of Integrating Product
Engineering and Process Engineering
Cu st om e r Pr oej ct Ch
art e
r
I nt er v iew

Cust ome r
D e t a i l , C o n st r u ct i o n an d
Co m pl et ePr o
je
ct
Co nt r act I nt er vi ew
C o mmis s io n in g
Updat e ra
Pr oje
ctc
t
PRI AM Ri skQuci k
Sca n ( RQS )
Cont
Pr oj ec t Contr a
ct H andover and O p e r a t io n
inc ul ding bu si nss
e
r i sks Up dat e Pr oject Pr oj ec t Co- Co nt r act
Ca r r y Out MP Is
A Cor e Design IOmper
I sa t iona
pr ovem l
ent Re vi w e Per l i mina
ry
Execut ion Plan PrDoj
( PEP)
e fec ten
inito am Proroc
dina
tio
( PCP)
nure
ed st r at e yg
Feedback
4M 's Wor ks p
o
h Wor kshop? Av ai l a
ble? Da t a Pr i evi ou
s Engi nee r ing FiD
neal tisai eel d
Av ai l able ? Pr oej cts Co nst r uction
Eng i neer ig
n

No
Co nst r uction

No

No
Yes I ncl Co nt r act I nit ial F low
ost udi
ng

A
Yes Yes MP C EST Brunknow
ei f ( &m ns)an ag
e Pr ep ar ation Bes t Pr ac itc
e

B
Corsgi
e n 3r d Cont r ol
De I nf or m ati o
n Engi neerpari ng tyD
Ceoatn dcto
lie
t ra r P r epa r a t io
n Pr oj ect Im pr ov
e ment
WorMkshop
P

Pro duct engineering (upstream)

I m put Sel oi
ectntoimn Handover
App ent& Cl os eout Recor ds
Co nt r acto
Sel ect oir n
Tec hnology an d M P Wor ks
hop Pr e-

Flow
Sup pl y Chai n Co nce ptu la I nf or m atoi nSc
aning
I m pact Stu
dy St ud y De si gn Re
view com m ission
ig
and Be nchma r king Co nst r uction L i ne Oper at or
Pl an Cor e Des i gns
Updat e Desi gn +
Cos
t De t ailed C ons um er Review
Pr oc ess

Saf e yt Assesmen
( e. g. PHA
1)

Production engineering
t

Checkpoints
PRI AM St ud
y VESt udy
De f init ion

De si gn Re
vei w defI sni ait D
co m pel te
ioe
tna
lied oN
Co nst r uction
I nsand
at a
l tio
n
Co nst r uction
Re vi ews
I ns tal a
Re views
tion Dr y
C o m m issoi nin
g

Standards and forms

Pr oduct One-off tr
sequential approach
Ye s C ons umer M P Worksho
ps
I ni Sna gging an
d
Updat e Desi gn +Co
st Updat e Desi gn +Cos
t Pr oc ur ement Ctoiantl Fol
rol w Re vi ew
Revi ews
De im
t ai Pl an ni ng
atl ed -C
/os%
5t

drawings f
Wet

Other relevant departments Manufacturing department Up dat e Desi g

ns/ Est e +
Co st s ORp
e er
cr at
uiing
t Tea
m
men
t Ra w
and Ma
Pa kag
c rinia
te gl Up dat e
C o m m issoi nin
g

department
Co nst r uction docu me
Saf e avail abil it y n (a s tbu
nlita
t )io
HAtZO
y S
tP,udyR(isPH
k A2,
Co ncept Design Co m plet e One Poi nt

(a)Conventional
I s a HACCP Ye

-Commissioning control required or Sequential

Yes Re vi ew Asse ss ment e tc) s HACCPSt ud UpPrdat
oceess Deedtail Hi s t or y M anagement
r eq ui r e
d y De
r eq
f inituioir ed
)n(i f P r oces
s L es s ons

1 Annual Equipment Planning Application downstrea

Updat e Desi gn +Co
st No C o m m si soi nin
g
Chesan
UpDe
datsiegn s/Cos
Requi ts
d
re? HAZO P2 St u dy gUp Pr datoceDess e ta iel d
Fi nal
a biDltes
yig
Rniew& De f inituioir ed)n
(i f

not?
O per ev Noan r eq De com m i s si o
nin
g
Ch Hand O ver
ges
No Up dat e Detaie l d
Updat e Desi gn +Co
st Fi R
nal
e viDesign
ew Prefin
D ocit o es
i n(ifsr eq C o m m i s s i on in g

Policy -Purpose and necessity

Pr od uc e
Co nce ptu laRepo
rt
Com
Engi pl reti ng
nee
CEP
eReP
re
lpo
im
r in
ta
ry
an
d I ssue Fni la
Eng
De t aiel d
i neer
pack agei gn
ui r ed)
C o n s t r u c t i on and
In s ta l l a ti o n Form Dem ol i t i on or
r eus e

1: Formulate equipment p lan

La unc h Rollout

Process en

ge
s

CancelPr oject
Ga te G a te

MakeChan
M aange
ke Ca ncel pr o
j ec
t
St op De ta i l and

2,3,4
ch St o
p

-Cost benefit 2 Equipment Planning Review Form

Revi se Pr opsoals G a et Review Pr oj ec t Re vi sePr opo
sals s G a et Re
view Pr oej ct

Cont inue
changes
wit hout
Pro c u re m e n t

Planning Co nt ni u
e wti h
Ch anges
ou
t

-Priority ranking
I ni t i at eCapab
i lt iy Ph
as e

3 Equipment Specification Setting Sheet

I nit ai et Pr e
ilm i n
ary

Re view equ ipment plan hnology transfer Eng ineer ing Ph a e

s

(b)Extensive -Development
tec period C o n cept
G at e
Contra c t
G a te
45Equip
Equip ment P l a nnin ni ng
ng
1st DR And
ChecBons
udgeting
ksresponsible
heet
Approve plan 5 Ch a rte r
Ga te
-Pers Table
-Budget and schedule Wid
Eq uipment budget plan -Preventative measures for foreseeable 6 Process QA M atrix
2: Action Purchase request 7 4-M Analysis Table inform
problems - Running cost
planning -Production capacity 8 FM EA Sheet (for process)
Approved 5(c)Overlapping activities based on 9 Record of Changes Needed in
Overlap Informati
-Reliability - Flexibility
Formulate equipment spe -Operability - Initial cost Equipment Design, and Action Taken
cifications
transfer of advance information
6,7 -M aintainability - Safety 3 Equipment Specification Evaluation
2nd DR ,8,9,3,10 Table
Factory-friendly design
(Outsour -Procurement lead times
(In-house design) ced design) 10 Equip ment D es ign F abricat ion
Specification
Request for order 11 Common Equipment Specifications
placement Estimate -Equipment FM EA - Capacity
-Reliability - Flexibility 12 FM EA Sheet (for equipment)
(d)Mutually-coordinated overlapping 13 Basic Design Checksheet
3: -Operability - M aintainability
Basic 11
activities 9 Record of Changes Needed in
Design design -Safety - Economy Factory-friendly
3rd DR 12,9,13 -Shape of parts, machining tolerances, Equipmentdesign
Design,from an earlier
and Action Takenstage
Detaile materials, surface roughness, heat- 14 Detailed Design Checksheet
(e) Overlapping
d design activities involving both
treatment 9 Re c or d o f Ch ang e s N e ed ed in
4th DR 13,4,9 -Selection
parts of commercially-available Equipment Design, and Action Taken
parties from an earlier stage
4: Approved -Interim check 15 Witnessed InspectionInformation
Checksheet exchanged befo
Fabricati Fabrication drawings fabric ation fitting and processing)
-Schedule, main parts (precision of (interim)
drawings Product
-Production development cycle
capacity, process capability Initial information-gathering,
on -Functionality and performance
Estimate
15 meeting(operation,Level of knowledge
maintenance, safety, (low-high) 15 Witnessed Inspection Checksheet
5: Request for order reliability) (final)
placement Fa brication Limited information
-Correction schedule, flowamendments Extensive
to information flow
Witnesse
Witnessed test-run MP-P
d test-run 15 drawings -Layout
A: rStart point and installation
(ctime f rom
Checkshet -Plumb oducingt ionand city,gA
apawirin to completion
process capability of
16process = engineering
Equipment Installation lead time)
6: B: Arbitrar y point in time
http://tpm.unilever.com/ © JT G
16 Installation
Installati -Record of action taken regarding
problems
on -Initiation and termination of 17 Commissioning Control Notice
17 Initiate commissioning control commissioning control 18 Commissioning Control Table
Commissioning

7: Test-run -Operating log

adjustment -Defect rate (or good-product rate) 19 Record of Action Taken Regarding
Commiss 18 Prepare for volume production
-Failures and minor stops Problems
ion-ing -Safety
19 Start volume production
-Handling guidance
Terminate commissioning control -Performance, availability 20 Operating M anual
17 -G
Operatio
http://tpm.unilever.com/ 20,21,22,23 ©uJTGi d a nc e on op e r a t ion a n d
Autonomous Maintenance
21 Periodic Inspection Standards
22 Autonomous Maintenance Standards
37
n Hand over
 The Advantages of Integrating Product
Engineering and Process Engineering
1 “QFD”
Flow
is a TQM tool used in Marketing &(upstream) B
A Product engineering
Checkpoints
Production engineering Standards and One-o ff tr
Other relevant departments
Product-Development
Manufacturing department
forms d to approach
(a)Conventional sequential
epartment
drive improvement Sequential drawin gs f
downstrea
Policy -Commissioning control required or
1:
Planning activities.
Formulate equipment plan
Review equ 2,3,4
not?
-Purpose and necessity
-Cos t benefit
Process en 1 Annual Equipment Planning Application
Form
2 Equi pment Planning Review Form
1st DR (b)Extensive-Pri
ipment plan
technology
ori ty rankingtransfer 3 Equi pment Specification Setting Sheet
Approve plan 5
-Persons responsible
-Development period Prof. Yoshizawa
45Equip Equipmen t P l aa nnin ningn g
Equipment b AndChecBudgetingksheet Wid
-Budget and schedule Ta ble inform
2: Action Purchase request
planning udget plan -Preventative measures for foreseeable 6 Proces s QA Matrix
Approved (c)Overlapping probl activities
ems - Running based coston 7 4-M Ana lysis Table Informati
Overlap
8 FMEA Sheet (for process)
Formulate equipment spe -Production capacity
5 transfer of-Rel advance
iability -information
Fl exibility 9 Record of Changes Needed in
6,7 -Opera bility - Initial cost Equi pment Design, and Action Taken
2nd DR cifications Factory-friendly design
(Outsour -Ma i ntainability - Safety 3 Equi pment Specification Evaluation
(In-house design) ,8,9,3,10 Specification
Ta ble
Request for order -Procurement lead times
placement ced design) 10 Eq u i pment D e s i gn F a b ri ca ti on
-Equi pment FMEA
(d)Mutually-coordinated - Ca pacity
overlapping 11 Common Equipment Specifications
Estimate
3: -Rel iability - Fl exibility 12 FMEA Sheet (for equipment)
Basic activities -Opera bility - Ma intainability 13 Ba s ic Design Checksheet
Design Factory-friendly design from an earlier stage
3rd DR 12,9,13 11 9 Record of Changes Needed in
design -Sa fety - Economy
Detaile -Sha pe of parts, machining tolerances, Equi pment Design, and Action Taken
(e) Overlapping activities involving both
ma terials, surface roughness, heat- 14 Detailed Design Checksheet
4th DR 13,4,9 parts
d design parties from
treaan tmentearlier stage 9 R e c or d o f Ch a ng e s N e ed ed i n
4: Appr -Sel ection of commercially-available Equipment Design, and Action Information
Taken exchanged befo
Fabricati Fabrication drawings fabric ation fitting and processing)
-Interim check development
on drawoved
ings Product
-Production cycle
capacity, process capability InitialChecksheet
15 Wi tnessed Inspection information-gathering,
Estimate -Schedule,
-Functionality main andparts (precision of
performance (i nterim)
15 meeting(operation, Level of knowledge
maintenance, safety, (low-high)15 Witnessed Inspection Checksheet
5: Request for order reliability) (final)
Witnesse
placement Fa brication Limited information
-Correction schedule, flowamendments Extensive
to information flow
Witnessed test-run MP-P
d test-run 15 drawings
A: rStart -Layoutpoint and installation
(ctime f rom
Checkshet -Plumb oducing t ionand apawirincity,gA to completion
process capability of16process
Equipment= engineering
Installation lead time)
6: http://tpm.unilever.com/ B: Arbitrar y point in time © JT G
16 Installation
Installati -Record of action taken regarding
problems
on -Initiation and termination of 17 Commissioning Control Notice
17 Initiate commissioning control commissioning control 18 Commissioning Control Table
Commissioning

7: Test-run -Operating log

adjustment -Defect rate (or good-product rate) 19 Record of Action Taken Regarding
Commiss 18 Prepare for volume production
-Failures and minor stops Problems
ion-ing -Safety
19 Start volume production
-Handling guidance
Terminate commissioning control -Performance, availability 20 Operating M anual
17 -G u i d a nc e on op e r a t ion a n d 21 Periodic Inspection Standards
Operatio
http://tpm.unilever.com/ 20,21,22,23 © JTG
n Hand over Autonomous Maintenance 22 Autonomous M aintenance Standards
 The Advantages of Integrating Product
Engineering and Process Engineering
1 “QFD”
Flow
is a TQM tool used in Marketing &(upstream) B
A Product engineering
Checkpoints
Production engineering Standards and One-o ff tr
Other relevant departments
Product-Development
Manufacturing department
forms d to approach
(a)Conventional sequential
epartment
drive improvement Sequential drawin gs f
downstrea
Policy -Commissioning control required or
1:
Planning activities.
Formulate equipment plan
Review equ 2,3,4
not?
-Purpose and necessity
-Cos t benefit
Process en 1 Annual Equipment Planning Application
Form
2 Equi pment Planning Review Form
1st DR (b)Extensive-Pri
ipment plan
technology
ori ty rankingtransfer 3 Equi pment Specification Setting Sheet
Approve plan 5
-Persons responsible
-Development period Prof. Yoshizawa
45Equip Equipmen t P l aa nnin ningn g
AndC
hecBudgetingksheet

2: Action
2
Purchase request
Share the data,
Equipment b

udget plan
-Budget and schedule Ta ble
-Preventative measures for foreseeable 6 Proces s QA Matrix
Wid
inform
planning (c)Overlapping activities based 7 4-M Ana lysis Table
Approved coston
quality
Formulate equipment spe
5 transfer of-Rel
probl ems - Running
-Production capacity
advance
iability -information
Fl exibility
Overlap
8 FMEA Sheet (for process)
9 Record of Changes Needed in
Informati

6,7 cifications -Opera bility - Initial cost Equi pment Design, and Action Taken
2nd DR
Request for order
requirements,
(In-house design)(Outsour
,8,9,3,10
-Ma i ntainability
-Procurement lead times
- Safety
Factory-friendly
3 Equi
Specification
Ta ble
design
pment Specification Evaluation

placement ced design) 10 Eq u i pment D e s i gn F a b ri ca ti on

3: common Basic
-Equi pment FMEA
(d)Mutually-coordinated
Estimate
-Rel iability - Fl
- Ca pacity
overlapping
exibility
activities -Opera bility - Ma intainability
11 Common Equipment Specifications
12 FMEA Sheet (for equipment)
13 Ba s ic Design Checksheet
Design Factory-friendly design from an earlier stage
3rd DR
information etc.
12,9,13
design
11
-Sa fety - Economy
9 Record of
Detaile (e) Overla -Sha pe of parts, machining tolerances, Equi pment Design, and Action Taken
pping activities involving both
Changes Needed in

4th DR 13,4,9 ma terials, surface roughness, heat- 14 Detailed Design Checksheet

4:
throughout the d design
Appration
parts
parties from
treaantmentearlier stage 9 R e c or d o f Ch a ng e s N e ed ed i n
-Sel ection of commercially-available Equipment Design, and Action
fitting and processing)
Information
Taken exchanged befo
Fabricati Fa brication drawings fabric -Interim check development
on whole process
Estimate
drawoved
ings
-Schedule,
Product
-Production
-Functionality
(operation,
main
Level
andparts
cycle
capacity, process
(precision of
performance
of knowledge
maintenance,
capability

safety, (low-high)
(i nterim)
InitialChecksheet
15 Wi tnessed Inspection information-gathering,
15 Witnessed Inspection Checksheet
Request for order 15 meeting
5:
Witnesse
placement by using a Fabrication
reliability)
Limited information
-Correction
15 MP A: Start
drawings
schedule, flowamendments
(final)
Extensive
to information flow
d test-run test-run -Layoutpoint and installation
(ctime f rom
Witnessed Checkshet -P-Plumbroducing t ionand apawirincity,gA to completion
process capability of16process
Equipment= engineering
Installation lead time)
6:
Installati
communication http://tpm.unilever.com/
16 Installation
B: Arbitrar y point
-Record of action taken regarding
problems
in time © JT G

on
17 tool of “QFD”.
Initiate commissioning control
-Initiation and termination of
commissioning control
17 Commissioning Control Notice
18 Commissioning Control Table
Commissioning

7: Test-run -Operating log

adjustment -Defect rate (or good-product rate) 19 Record of Action Taken Regarding
Commiss 18 Prepare for volume production
-Failures and minor stops Problems
ion-ing -Safety
19 Start volume production
-Handling guidance
Terminate commissioning control -Performance, availability 20 Operating M anual
17 -G u i d a nc e on op e r a t ion a n d 21 Periodic Inspection Standards
Operatio
http://tpm.unilever.com/ 20,21,22,23 © JTG 39
n Hand over Autonomous Maintenance 22 Autonomous M aintenance Standards
 QFD Quality Deployment
Voice of Required Quality Characteristic
Customer Items
Required
Quality Quality of Planning

Quality of Design
Process Packaging

Quality Characteristic Quality Characteristic

Development Required Quality of Required Quality of

Quality planning Quality Planning
Quality of Design Quality of Design
Process Process
Constituent Component Control
Control

Process QA Process QA
Engineering Table Table

Equipment Parts QA Equipment Parts QA

Table Table

Production
QC Process Chart

http://tpm.unilever.com/
 BNE
Cost NE

Require
Function Quality d
Unit parts deploymen designin quality
t g

weight
Quality

2
7
2
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characteristic
Quality

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Comparing own
characteristics

Quality of design

http://tpm.unilever.com/
Function of parts Ｄdegree of importance
Comparing own Co. with others
Characteristics of parts Quality of panning

3
Characteristics % of level-up
Sales point
Specification value deployment Required quality weight
Value of present
Process ability status
Present cost Quality of design
Quality Deployment

1
Degree of difficulty
Quality
Required

“Neck” Characteristics

“Neck” weight Function weight

Method of conforming quality

5
8
6
5
4

Technical
Weight of

6
mechanism

13
Mechanism NE
Mechanism
deployment

reference No.

NE registration No.
Cost of mechanism

Parts weight

NE registration No.

4
QA matrix
12
“Neck” parts
Quality
Required
Technical deployment

Process planning

QA process chart
chart

Requir
ed
quality
Parts function cost
Estimation cost

7
m
9

cost

Target cost
Cost

11

mechanis

Design cost
Weight of

Function cost
Characteristic

8
FT

17
15
14
10

FMEA chart No.

QA chart
BNE
QC process chart Cos t NE
Uni l ever

Funct i on Qual i t y Requi r e

16
Int e

d qual i t y
Uni t par t s depl oyment des i gni ng
char
wei ght

ly
r n la Use On
7
2
1

Qual act
Com par in

Qual i t y o
Cost deploymentReliability deployment

i t eyr i stic
Qual i t y

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Co. wi t hoth e rs
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n

Funct i onof par ts

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3

Qual i t yofepal ning

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Speci f ic ati on value Char act er i s tic s nt - up
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Pr ocess ability depl oym ent
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3

BNE Qual i t y ofdesi gn

1
Qua lity De ploy me nt

Degr ee of dif ic ulty

Qual i t y
Requi r ed

“Neck” Char act er ist cs

“Neck” weight Funct i on wei ght
5

Cost NE M et hodof conforming qual ity

2
1
8
6
5
4

6
13
Techni cal
depl oyment
M echanism

m echan ism
We i ght of

NE r egis tr ati o
r ef er ence No.
Cos t of mec hanism

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NE r egi str ationN
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4
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Tar get cos t

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11

Des i gn cost
m echani s m
of

Funct i on cost
Char act er i s t i c cost

8
FT

17
15
14
10

FMEAchar t oN.
QA char t
16

QC pr oces s chart
Te c hnic al de ployment Cos t de plo y me nt Re lia bil ity deplo yment

BNE
2
1

Cos t NE

BNE
1
 QFD

End of QFD-TPM

http://tpm.unilever.com/
 QFD

Additional information / charts

http://tpm.unilever.com/
 Supply DCD
OEE, Productivity
“What it should be”

Using3 PM,
internal/external
Logistic structure,
Current status
TPM-SCM: Outline

system
Method of sales, sales
organization
Sales channel and stores
Organization/resource
of development
Business structure, formation
of products
Turn over, Profit, Share

Opportunity loss

Man-hour loss
Inventory loss

http://tpm.unilever.com/
Quality loss
LT loss
 History of Equipment Management
in Japan

1950’ 1960’ 1970’ 1980’ 1990’ 2000’

Breakdown Maintenance

1951 Preventive Maintenance

1957 Corrective Maintenance

1960 Maintenance Prevention

1971 Total Productive Maintenance

Time-Based Maintenance Condition-Based Maintenance

1962 QC Circle
1965 ZD Group
http://tpm.unilever.com/
 Definition of TPM (JIPM)

• TPM aims at:

– Establishing a corporate culture that will maximize the
effectiveness of production systems
– Organizing a “genba-genbutsu” system to prevent losses
and achieve such “reduction to zero” targets as “zero
accidents”, “zero defects” and “zero breakdowns” in
the entire production system life-cycle,
– Involving all functions including production,
development, sales, and administration,
– Involving everyone : from top management to front line
operators
– Through Overlapping Small-groups Activities to
achieve “Zero Losses”
http://tpm.unilever.com/
 Autonomous maintenance

http://tpm.unilever.com/
Focused improvement

Effective maintenance

Quality maintenance

5S
TPM

Early management
TPM 8 Pillars

Training and education

World Class Performance

TPM in the office / SCM

environmental
activities Safety,
hygiene and
 “TPM 8 Pillars”-1

1. Focused Improvement (Individual/Kobetsu Kaizen)

-Project-oriented and small group activities
-Loss Structure and Shopfloor KPIs
-Analysis methods(Why-why, PM), QC Story, and PDCA cycle
2. Autonomous Maintenance Programme
-Step-wised programme (7steps)
-Action-oriented followed by understanding
-Eliminate of Accelerated deterioration>>Basic conditions
-Foster Autonomy and Motives through gadual changes
3.Training for Operation& Maintenance Skills
-One-Points Lessons (OPL), “Cut-models”etc.

Autonomous maintenance

Training for Operation&

Focused improvement
-On-the-job training (OJT) and self-development

Maintenance Skills
-Intensive training courses (Off-the-job)

http://tpm.unilever.com/
 TPM 8 Pillars-2

4. Effective Maintenance programme

-Support the TPM activities through “4 Phases”
-Time Based, Condition Based, Corrective Maintenance
-Maintenance Prevention(MP) Design
5. Early Management
-Early Equipment Management
-Early Product Management
6. Quality Maintenance Programme
-Built in Quality in Equipment
-Maintain zero-defect-equipment which produce
zero-quality-defect products

Effective maintenance

Quality maintenance

Early management
http://tpm.unilever.com/
 TPM 8 Pillars-3

7.TPM in the office / SCM

- 5S
-Visual management
- “Makigami” Analysis / Information factories
- Loss-Cost Matrix
8.SHE, Hygiene & Consumer Safety
-SHE Framework Standard
- ISO14K, OHSAS18
-Employee satisfaction
-Social satisfaction / Global satisfaction

TP M in the office / SCM

Safety, hygiene and

environmental activities
Training and education
http://tpm.unilever.com/
 QFD

Some information on QM

http://tpm.unilever.com/
 QM narrow and Robust Design

QM narrow (On production stage, controlling out-put)

Restore Set condition
Grasp condition 5
2
1

Daily Improvement
management management
4
Eliminate
7 Analyze causes causes
Control condition 6
3
Improve condition

To be easy to Review Ideal condition Ideal condition: Unclear

maintain PM Analysis Process condition

Robust design
http://tpm.unilever.com/ © JTG 53
 Quality Maintenance; QM
Wide Range
QM Wide Range
On each stage of Planning product,
design - production, condition
QM Narrow control to guarantee of
(On Production stage, controlling out-put)
100% quality
Autonomous Management Revise standard
Grasp condition Manage stand
Restore 7
1 2 6

Daily Improvement Development

Management management management

7 3 5 1
6 4 2
Set condition
Control conditipornove condition Analyze causes
Im Keep standard Maintain standar
Eliminate causes

Early Management

http://tpm.unilever.com/ © JTG 54
 QM Extended and QA
QA Flow Check Points Standard

QM Wide range
Planning
Project

Project Issue
Review DR1 Early Management On each stage of Planning
(Rapid start-up from product product,
DR2
Planning

Specification design - production,

development to production)
Concept DR3 Revise Manage condition
standard
Development standard control to guarantee o f
Dissuasion 6 7
100% quality
Design

Design DR4 Improvement Development

Process Design DR5 management management
Model

Ordering Test Model 3 5

Test

1
Analyze 4 2
Set
Inspection of Test Model causes Eliminate condition Keep Maintain
causes standar standard
Performance Test d
Test

Evaluation DR6

Registration of Production
QM Narrow (On production stage, controlling out-put)
Production

Production
Grasp condition Restore
2
1
Daily Improvement
management management 5
Set condition
7 3
6 4
Control condition Analyze causeE
s liminate causes
© JTG
Improve condition
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 Findings - JIPM

Proposed Situation to Integrate QM and main tools (including Robust Design) into Early Management Process

QM Task Tools Information QM Task Tools Information

Understanding Upgrading Standards

the present situation FMEA QFD

Restoring FMEA Observing Standards QFD

Determining the MP
Analysing Factors FMEA RD SPC criteria for evaluation QFD RD Info
MP
FMEA RD SPC Info Optimising
Removing causes
(Removing causes) QFD RD (Internal
(Internal) &
Setting Conditions FMEA Setting Conditions QFD RD
External)
Revising Standards FMEA Improving Conditions QFD

Controlling Standards FMEA Controlling Conditions QFD

Improvement Management Development Management

FMEA - Failure Mode Effect Analyse

RD - Robust Design
SPC - Statistic Process Control
hM
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-M.uaninilten
evaenrc.ecPorm
ev/ention Information © JTG 56
QFD - Quality Function Deployment