WASTE Waste
“If it doesn‟t add value, it‟s waste”
Waste
- from Henry Ford‟s book: “Today and Tomorrow”, 1922
PEMBOROSAN “Segala sesuatu yang tidak memberi nilai tambah merupakan pemborosan” - dari buku Henry Ford: “Today and Tomorrow”, 1922
1.01-TPM Intro-R1
1/20
HOW MAN, MACHINE, AND MATERIAL SPEND TIME IN THE FACTORY How People Spend Time in Typical Factory Value -Added Portion of Time “Waste” : waiting for materials, watching machine running, producing defects, looking for tools, fixing machine breakdown, producing unnecessary items, etc.
Waste
How Materials Spend Time in Typical Factory Value-Added Portion of Time
How MACHINES Are Utilized in Typical factory
Value -Added Portion of Time
Waste
“Waste” : unnecessary movement of machine, setup time, machine breakdown, unproductive maintenance, producing defective, products, producing products when not needed, etc.
“Waste” : transportation, storage, inspection and rework. Waste
1.01-TPM Intro-R1
Fokus dari TPM 2/20
LOSSES (LOSS TIME) Kerugian
• Losses atau sering disebut Loss Time adalah waktu mesin yang tidak digunakan untuk memberi nilai tambah waste dalam waktu mesin • Pabrik biasanya penuh dengan Losses
1.01-TPM Intro-R1
3/20
KEPEKAAN TERHADAP ADANYA LOSSES Mengapa kita harus peka terhadap adanya losses?
• Losses menggerogoti profit • Pelanggan tidak mau membayar losses • Kepekaan merupakan langkah awal memerangi losses
• Membiarkan adanya losses merupakan cerminan sikap kurangnya „sense of ownership‟ 1.01-TPM Intro-R1
4/20
2 KATEGORI LOSSES
Kerugian Terselubung ( Hidden or Chronic Losses)
Kerugian Nyata (Obvious or Sporadic Losses) Breakdown
1.01-TPM Intro-R1
5/20
KONSEP KERUGIAN KRONIS Kondisi Optimal
Efektifitas
95%
Kerugian Terselubung
Gap (15%) Kondisi saat ini
80%
Kerugian Nyata Waktu 1. Pabrik penuh dengan kerugian 2. Kerugian ditimbulkan dari pola pikir dan perilaku manusia 3. Kerugian tidak dapat dikurangi kecuali jika pola pikir dan perilaku manusia dirubah 1.01-TPM Intro-R1
6/20
MENGAPA KERUGIAN TERSELUBUNG DIABAIKAN? 1
Penyebabnya tidak diketahui
2
Penyebabnya diketahui tapi tindakan penanganannya salah
3
Tindakan penanganan tidak tuntas
4
Terlalu sibuk sehingga perbaikan hanya bersifat sementara
5
Tidak terpikir untuk membandingkan dengan nilai optimal
6
Salah mengenali masalah
Pendekatan tidak tepat terhadap kondisi lapangan & teknologi tertentu Kerugian kronis tidak cukup dipahami Tindak lanjut penangananan masalah tidak memadai Penanganan tidak tuntas, hanya tindakan perbaikan yang bersifat sementara
Berkeyakinan bahwa kondisi saat ini sudah pada tingkat optimal Berkeyakinan bahwa jumlah dan biaya kerugian tidak besar
(1) Penilaian tidak cukup
Berkeyakinan bahwa biaya perbaikan terlalu besar
(2)
Berkeyakinan bahwa hanya dengan meningkatkan keahlian operator dapat memecahkan masalah
1.01-TPM Intro-R1
Salah menilai
7/20
7 LOSSES YANG BERPENGARUH PADA EFISIENSI PENGGUNAAN MESIN 1. Breakdown Losses 2. Setup and adjustment Losses 3. Cutting Blade Losses 4. Start-up Losses 5. Minor Stoppage and idling 6. Speed Losses 7. Defect/rework Losses 1.01-TPM Intro-R1
8/20
KARAKTERISTIK LOSSES Kerugian 1. 2. 3. 4. 5. 6. 7.
Nyata
Terselubung
Sporadic breakdowns Set-up and adjustment Cutting Blade change Start-up Idling and minor stoppage Reduced Speed Sporadic quality defects Chronic quality defects
1.01-TPM Intro-R1
9/20
OVERALL EQUIPMENT EFFECTIVENESS (OEE) Mesin/Peralatan
1 Equipment breakdown
Downtime losses
Loading time
Operating time
Kalkulasi Overall Equipment Effectiveness
7 major losses
2 Setup and adjustment 3 Cutting tool losses
Availability =
Loading Time - downtime
_________________________________
x 100 %
loading time (e.g) Availability =
460 min. - 60 min. ___________________________
x 100 % = 87
460
%
Valuable operating time
Defect losses
Net operating time
Speed losses
4 Start-up losses 5 Idling and minor stoppages 6 Reduced speed 7 defects in process and rework
Performance = rate (e.g) Performance = rate =50%
standard cycle time x processed amount _______________________________________________________
x 100 %
operating time 0.5 min../unit x 400 units __________________________________________________
Quality Rate =
400 min.
processed amount - defect amount
_____________________________________________
x 100 %
x 100 %
processed amount (e.g)
Quality Rate =
400 units - 8 units _____________________________________________
x 100 % =98%
400 units
OEE = Availability x Performance Rate x Quality Rate (e.g.) 0.87 x 0.50 x 0.98 x 100% = 42.6%
1.01-TPM Intro-R1
10/20
SASARAN PENINGKATAN OEE Overall Equipment Effectiveness = Availability x Performance Rate x Quality Rate Breakdowns
Breakdowns per machine (stopped longer than 10 minutes) ___ less than once a month
Setup/ adjustment
Setup/adjustment time __ less than 10 minutes
1 Equipment 2
Loading time
85%+
Availability
Down time losses
Loading time-downtime Loading time Operating time
Quality losses
Valuable operation time
Speed losses
Net operating time
3
Cutting blade losses
Cutting blade losses Less than 10 minutes
Start-up losses
Start-up yield
4
5
Idling and minor stoppages
Idling and minor stoppages per machine ( under 10 minutes)
6
Speed
Achieve ideal cycle times (design speed) : Increase 15% or more
7
Quality defects in process and rework
Rate ( Including product to be reworked ) __ less than 0.1%
__
Greater than 90%
99% or more
Performance rate Ideal cycle time x output Operating time Greater than 95%
Average total operating loss 30 - 50%
Quality rate (quality products)
Optimal conditions In “operator-machine”system
Input - volume of quality defects Input Throughout process Greater than 99%
Improve the overall condition of the workplace
1.01-TPM Intro-R1
11/20
LIMA POKOK DEFINISI TPM Meingikutsertakan semua bagian yang terkait dengan Peralatan / Mesin
Bertujuan untuk mendapatkan manfaat yang paling efektif dari peralatan
Membangun Sistem PM yang menyeluruh
1.01-TPM Intro-R1
Mempersyaratkan dukungan dan kerjasama semua orang dan semua tingkat mulai dari manajer ke bawah Menerapkan TPM berdasarkan Kegiatan Kelompok Kecil yang Mandiri 12/20
STRUKTUR KELOMPOK KECIL
1.01-TPM Intro-R1
13/20
GUGUS KENDALI MUTU DAN PM GROUP GKM Kedudukan di organisasi Pemimpin
Waktu Pertemuan Topik
1.01-TPM Intro-R1
Dalam Jam kerja Setelah Jam Kerja
PM Group
Informal Dipilih dari anggota Tidak diperbolehkan Tidak dibayar
Formal Manajer & Supervisor Diperbolehkan
Dipilih oleh anggota
Berdasarkan sasaran
Lembur
14/20
TIGA ARTI „TOTAL‟ DALAM TPM Total Efektifitas
Total Sistem Perawatan Maintenance Prevention (MP) Maintainability Improvement (MI) Preventive Maintenance (PM)
Total Partisipasi Seluruh Karyawan 1.01-TPM Intro-R1
15/20
TPM, PRODUCTIVE & PREVENTIVE MAINTENANCE TPM
PRODUCTIVE PREVENTIVE MAINTENANCE MAINTENANCE
Efisiensi Total Sistem Perawatan (MP-MI-PM) Perawatan Mandiri
1.01-TPM Intro-R1
16/20
SASARAN TPM Zero ABCD: • Accident • Breakdown • Crisis • Defect
1.01-TPM Intro-R1
17/20
8 PILLAR TPM Peningkatan lapangan dan pengembangan hubungan manusia dan mesin yang optimal
Focused Improvement (Kobetsu Kaizen)
Perawatan Mandiri (Jishu Hozen)
Perawatan Terrencana (Keikaku Hozen)
Peningkatan Ketrampilan Operator dan Perawatan
MP design and early equipment management
Quality Maintenance (Hinshitsu Hozen)
TPM di Support dan Administrasi (Office TPM)
•Zero Product Defect
•Mensupport kegiatan TPM Kegiatan Perawatan di Support dan Admin
Sistem yang aman dan ramah lingkungan
Sasaran •Zero breakdown •Zero product defect
•Operator yang memahami mesinnya •Operator yang perhatian pada mesinnya
•Kegiatan perawatan dengan biaya memadai
•Ketrampilan operator dan perawatan yang lebih tinggi
•Mesin yang handal, mudah dijalankan dan mudah dirawat •Operasi yang stabil setelah instalasi
•Zero Accident •Zero Pollution
Peserta •Tim Produksi Perawatan, engineering
•Tim Operator
1.01-TPM Intro-R1
Tim Perawatan
•Operator •Perawatan
•Produksi, design engineers •Staf Perawatan
•QA/QC
•Support
•Perawatan
•Admin
•Maintenance •GA •Lingkungan
18/20
CONTOH-CONTOH EFEKTIFITAS TPM (1) (Pemenang PM Award) Kelompok
Efektifitas TPM
P (Productivity)
Q (Quality)
Labor productivity increased: 140% (Company M) 150% (Company F) Value added per person increased: 147% (Company A) 117% (Company AS) Rate of operation increased: 17% (68% 85%) (Company T) Breakdowns reduced: 98% (1,000 20 cases/mo.) (Company TK) Defects in process reduced: 90% (1.0% 0.1%) (Company MS) Defect reduced: 70% (0.23% 0.08%) (Company T) Claims from clients reduced: 50% (Company MS) 50% (Company F)
25% (Company NZ)
C (Cost)
1.01-TPM Intro-R1
Reduction in manpower: 90% (Company TS) 30% (Company C) Reduction in maintenance costs: 15% (Company TK) 30% (Company F) Energy conserved: 30% (Company C)
25% (Company NZ)
19/20
CONTOH-CONTOH EFEKTIFITAS TPM (2) (Pemenang PM Award) Kelompok D
(Delivery)
S (Safety) M (Morale)
E (Environment)
1.01-TPM Intro-R1
Efektifitas TPM Stock reduced (by days): 50% (11 days 5 days) (Company T) Inventory turnover increased: 200% (3 6 times/mo.) (Company C) Zero accidents (Company M) Increase in improvement ideas submitted: 230% increase (36,8/person 83.6/person) (Company N) Small group meetings increased: 200% (2 4 meetings/mo.) (Company C)
Zero pollution (Every company)
20/20
