TPM IN ASSEMBLY LINE

SOME SALIENT POINTS

ASSEMBLY LINE
SCENARIO
IT IS A WORKSHOP WHERE MECHANIZATION &
AUTOMATION ARE NOT EASY TO APPLY.
IT IS A MAN-INTENSIVE WORKPLACE.
ASSEMBLY LINES GENERALLY DO NOT CONTAIN VERY
LARGE,COMPLICATED EQUIPMENTS.
M/C RELATED BREAK-DOWNS ARE VERY LESS&
ALWAYS SPARE MACHINE OR TOOLS ARE AVAILABLE.
M/C ARE SMALL SCALE OR AUXILIARY IN NATURE ONLY
HELPING WORKERS ACTIONS.
TIME & MOTION STUDIES BASED ON THERBLIGS
PRINCIPLES( INDUSTRIAL ENGINEERING METHODS) ARE
COMMONLY USED.

 NOW A-DAYS SEMI-AUTOMATED ASSEMBLY SHOPS

WITH ROBOTS ARE COMING UP---BUT, STILL ASSEMBLY
SHOPS/LINES ARE MANUAL WORK INTENSIVE.
IT CAUSES HUMAN FATIGUE & SLOW REDUCTION OF
LINE PRODUCTIVITY.
PRODUCTIVITY, SAFETY AND ACCURACY(QUALITY
ASSURANCE) ARE THE THREE PRIME PARAMETERS TO
CONTROL.
THERE ARE NO 7-TYPES OF EQUIPMENT RELATED
LOSSES.
INSTEAD, THERE ARE 7-TYPES OF MAN-RELATED
LOSSES.

TPM PILLARS IN ASSEMBLY

LINE.

JISHU-HOZEN------------PREDOMINANT PILLAR.
P.M PILLAR -------------NOT SO PREDOMINANT.
Q.M PILLAR ------------- VERY PREDOMINANT.
EDU & TRAINING--------VERY PREDOMINANT.
SHE PILLAR ---------------VERY PREDOMINANT.
OFFICE TPM---------------NOT SO PREDOMINANT.
I.F.C PILLAR---------------NOT SO PREDOMINANT.
KAIZEN PILLAR----------PREDOMINANT.
HENCE, THE APPROACH & APPLICATION OF THE TPM
ACTIVITIES ARE MODIFIED ACCORDINGLY.

MAJOR HUMAN EFFICIENCY

RELATED LOSSES.
MANAGEMENT LOSSES

MOTION LOSSES------RELATED TO HUMAN

MOTION.
ARRANGEMENT LOSSES.
LACK OF AUTOMATION LOSSES.
MONITORING AND ADJUSTMENT LOSSES.

MOTION LOSSES & ARRANGEMENT LOSSES

ARE PREDOMINANT IN ASSEMBLY LINES.
OTHER LOSSES ARE THERE BUT NOT FOR CONTINUOUS
MONITORING.

7-MOTION RELATED LOSSES.

WAITING TIME LOSSES:-

DOING NOTHINGWAITING FOR THE PRODUCT TO REACH FROM THE

PREVIOUS STATION.
WAITING FOR PARTS OR COMPONENT TO REACH.
THIS STATES THE RESULTS FROM THE MANAGERIAL PROBLEMS OF
POOR DISTRIBUTION OF EQUIPMENTS AND WORK.
A BAD LINE BALANCE.
A QUITE PREDOMINANT LOSS.

WALKING TIME LOSSES:

ONLY WALKING BUT DOING NOTHING.

POOR MOTIONS WITH SHARP OR UNNATURAL CHANGES OF
DIRECTIONS.
DUE TO POOR LINE LAY-OUT,POOR PLACING OF PARTS,AND POOR
LOCATION.

7-MOTION RELATED LOSSES.

TRANSPORTATION TIME LOSSES:-

TRANSPORTATION HERE MEANS INTERNAL TRANSPORTATIONS IN AND

AROUND THE LINE.
TRANSPORTING WITH HAND.
RAISING AND PUTTING IN A TEMPORARY LOCATION
SHIFTING FROM HAND TO HAND.
METHOD OF PLACEMENTS, LOCATIONS ,DEVICES AND TOOLS TO SHIFT
ARE IMPORTANT.
IT IS A PREDOMINANT LOSS.

SEARCHING TIME LOSSES:-

LOOKING FOR THINGS

THIS OCCUR DUE TO POOR VISUALS, MARKINGS,POOR OR HARD TO
APPROACH PLACEMENTS.

7-MOTION RELATED LOSSES.

JUDGMENT TIME LOSSES:

WHICH PART TO BE CHOSEN

WHERE IT IS TO BE PLACED
WHERE IT IS TO BE FIXED AND HOW
ALL RELATED WITH POOR VISUALS.POOR JIGS WITH NO POKA-YOKE
UNCLEAR PROCEDURE , STANDARDS.

SETUP AND ADJUSTMENT LOSSES:

POSITIONING DELAYS.
DUE TO POOR ATTACHMENTS AND REMOVAL METHODS
UNCLEAR POSITIONING STANDARD POINTS AND JIGS.
POOR STANDARDISATION AND DRAWING ARRANGEMENTS

DEFECT &REWORK LOSSES:

POOR WORKMANSHIP, POOR POKA-YOKE,POOR PROCEDURE AND STANDARDS.

CONCEPT OF
IMPROVEMENTS
STORAGE OF PARTS & METHOD OF
INDICATION:----

STORAGES SHOULD BE AS NEAR THE LINE AS POSSIBLE---MAINLY TO

THE RESPECTIVE STATIONS.
PARTS TO BE ARRANGED BY INDIVIDUAL TYPE WITH VISUALS TO
ESTIMATE QUANTITY FROM DISTANCE.
ALLOW FIRST IN, FIRST OUT PRINCIPLE.
STORAGE PLACE SHOULD BE SUCH THAT IT IS EASY TO TAKE OUT &
TAKE IN AND CAN ACCOMMODATE THE NECESSARY VOLUME.
MARKINS ON THE FLOOR OR PLACES WHERE STORAGE WILL BE
PLACED OR LOCATED AND SHOULD HAVE KANBAN SYSTEM.
BY UTILIZING WORK-ABNORMALITY-INDICATION-LAMP ,TRANSPORTCALL-OUT-LAMP,AND WORK-PROGRESS-INDICATION-LAMP---LOSSES
OF MANAGEMENT WORK-HOURS TO BE ELIMINATED.

CONCEPT OF IMPROVEMENTS.
PREVENTING QUALITY DEFECT:----

PREVENTING QUALITY DEFECT FROM MANAGERIAL STANDPOINT:---TIO

THE INTERVAL BETWEEN PROCESSES SHOULD NOT BE EXTENDED.
PARTS SHOULD BE STORED AND LOCATED APPROPRIATELY.
ARRANGEMENTS SHOULD BE MADE TO ENTER PARTS AT THE STARING
POINT OF THE LINE IN JUST-IN-TIME MOMENT
THE PRECISION OF THE PARTS SHOULD BE CHECKED AND MADE AS
INDICATCURATEED IN THE SPECIFICATIONS.
PROMT FLOW OF ACCURATE INFORMATION SHOULD BE ENSURED
TO ENSURE AVAILABILITY OF POKA-YOKE JIGS TO PREVENT CARELESS ERRORS(POKA).
EXCELLENT WORK-DISTRIBUTION, PROCESS FORMATION ,AND LINEBALANCE SHOULD BE MADE.
PROPER WORK-STANDARD AND EXCELLENT LAY-OUT OF LINES.

CONCEPT OF IMPROVEMENT

MAJOR POINTS TO PREVENT QUALITY DEFECTS FROM THE POINT OF

VIEW OF HUMAN MOTION:---------NO DIFFICULT MOVEMENT CAUSING FATIGUE(MURI).
PROPER INDICATION OF PARTS AND EASY TO ACCESS
JIGS AND TOOLS ARE HIGHLY PRECISE AND IN GOOD ORDER.

PREVENT ASSEMBLY DEFECTS:---

CLEAR AND ORGANISED WORK AREA WITHOUT ANY CLUTTER.

NO UNNECESSARY, NON URGENT,AND DEFECTIVE TOOLS.
GOOD COUNTERMEASURES EXIST FOR DUST OR STAINS ON SHELVES,PARTBOXES AND HARD-TO-ACCESS AREAS.
CLEAR STORAGE PLACES FOR DIFFERENT FINISHED PRODUCTS,WIP,GOOD
PRODUCTS, AND DEFECTIVE PRODUCT.
EXTENSIVE APPLICATION OF VISUALS FOR TOOLS,PARTS,JIGS
CIRCLE MEMBERS SHOULD UNDERSTAND CLEALY ALL TYPES OF
PROCEDURES,METHODS, TOOLS &JIGS USE AND WHAT ARE QUALITY DEFECTS
AND HOW TO DO POKA-YOKE
POSITIONING OF WORK-STAND, ITS HIEGHT SHOULD BE PROPER.

PREVENT TENTATIVE PLACEMENT.

PREVENT MINIMUM TRANSPORTATION.
TRANSPORTATION AND PLACEMENTS ARE THE IMPORTANT
ORIGIN OF ASSEMBLY DEFECT OR REWORK
EXCESSIVE AMOUNT MANUFACTURING.
STANDARDS AND CRITERIA SHOULD BE PROVIDED AND
OBSERVED
VENDORS PARTS DEFECTS ARE THE MAJOR SOURCE OF
REWORK AND ASSEMBLY DEFECTS.

7-STEPS OF J.H IN ASSEMBLY

LINE.
STEP-1 INITIAL ORDER & ARRANGEMENT:---

REMOVE ALL UNNECESSARY THINGS FROM THE AREA.

REMOVE DUST,STAINS AND DIRT.
PUTTING IN PLACE PARTS SELVES, TOOLS , JIGS.
EXPOSE MINOR DEFECTS AND ABNORMALITIES AND PUT TAGS.
MAKE CLEAR INDICATIONS OF STORAGE PLACES
MARK UNSAFE PLACES AND ACTIVITIES.
APPLY VISUALS.

STEP-2 COUNTERMEASURES FOR HARD-TO-ACCESS

AREAS AND POSITIONS:--

COUNTERMEASURES FOR HANDLING HEAVY ITEMS.

ELIMINATE CROUCHING WORK
ELIMINATE IRREGULAR DIRECTION CHANGES.
COUNTERMEASURES FOR SOURCES OF DUST,DIRT,CUT-PIECES.

MEASURES FOR FIRST-IN, FIRST-OUT

INTRODUCE POKA-YOKE AND TEACH OPERATORS HOW TO DO IT
MECHANIZATIONS OF PARLLEL OPERATIONS.
MAKING MANY-MANY GENBA-KAIZENS

STEP-3 SETTING TENTATIVE STANDARDS:---

TO PREPARE TENTATIVE STANDARDS OF INSPCTION,SETTING,

OPERATION AND NORMAL CLITA.
PRACTICING VISUAL CONTROLS
TO IMPROVE LINE EFFICIENCY.

STEP-4 OVERALL INSPECTION:--

TO UNDERSTAND THE PROPER FUCTIONIN OF DIFFERENT TOOLS, JIGS AND TO

INDENTIFY AND ELIMINATE DEFECTIVE TOOLS,JIGS
TO UNDERSTAND THE CAUSES OF VARIOUS DEFECTS

 STEP-5 ATTAINMENT OF LINE BALANCE:---

TO UNDERSTAND WHAT IS CYCLE TIME AND TACT TIME.

HOW TO CALCULATE CC-TIME AND TT-TIME.
HOW TO BALANCE THE LINE WITH DOING MANY GENBA-KAIENS
OPTIMIZATION OF ALL ACTIVITIES.

STEP-6 PUTTING STANDARDS IN PLACE:--

TO PREPARE ALL STANDARDS BASED ON EXPERIENCES AND

KNOWLEDGE FROM ABOVE STEPS.
INSTALLATION OF THE STANDARDS.
TO FIND LAPSES AND MAKE OUNTERMEASURES.

STEP-7 ALL AUTONOMOUS MANAGEMENT OF

LINES.