WASTE. If it doesn t add value, it s waste. - from Henry Ford s book: Today and Tomorrow, 1922 PEMBOROSAN

Transkripsi

1 WASTE Waste If it doesn t add value, it s waste - from Henry Ford s book: Today and Tomorrow, 1922 Waste PEMBOROSAN Segala sesuatu yang tidak memberi nilai tambah merupakan pemborosan - dari buku Henry Ford: Today and Tomorrow, TPM Intro-R1 1/20

2 HOW MAN, MACHINE, AND MATERIAL SPEND TIME IN THE FACTORY How People Spend Time in Typical Factory Value -Added Portion of Time Waste Waste : waiting for materials, watching machine running, producing defects, looking for tools, fixing machine breakdown, producing unnecessary items, etc. How Materials Spend Time in Typical Factory Value-Added Portion of Time How MACHINES Are Utilized in Typical factory Waste Value -Added Portion of Time 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 Fokus dari TPM 1.01-TPM Intro-R1 2/20

3 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

4 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

5 2 KATEGORI LOSSES Kerugian Terselubung ( Hidden or Chronic Losses) Kerugian Nyata (Obvious or Sporadic Losses) Breakdown 1.01-TPM Intro-R1 5/20

6 Efektifitas KONSEP KERUGIAN KRONIS 95% Kondisi Optimal Kerugian Terselubung Gap (15%) 80% Kondisi saat ini 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

7 MENGAPA KERUGIAN TERSELUBUNG DIABAIKAN? Penyebabnya tidak diketahui Penyebabnya diketahui tapi tindakan penanganannya salah Tindakan penanganan tidak tuntas Terlalu sibuk sehingga perbaikan hanya bersifat sementara Tidak terpikir untuk membandingkan dengan nilai optimal 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) (2) Penilaian tidak cukup Salah menilai Berkeyakinan bahwa biaya perbaikan terlalu besar Berkeyakinan bahwa hanya dengan meningkatkan keahlian operator dapat memecahkan masalah 1.01-TPM Intro-R1 7/20

8 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

9 KARAKTERISTIK LOSSES Kerugian 1. Sporadic breakdowns 2. Set-up and adjustment 3. Cutting Blade change 4. Start-up 5. Idling and minor stoppage 6. Reduced Speed 7. Sporadic quality defects Chronic quality defects Nyata Terselubung 1.01-TPM Intro-R1 9/20

10 Defect losses Speed losses Downtime losses OVERALL EQUIPMENT EFFECTIVENESS (OEE) Mesin/Peralatan 7 major losses Kalkulasi Overall Equipment Effectiveness Loading time Operating time 1 Equipment breakdown 2 Setup and adjustment 3 Cutting tool losses % Loading Time - downtime Availability = x 100 % loading time (e.g) Availability = 460 min min. x 100 % = Net operating time Valuable operating time 4 Start-up losses 5 Idling and minor stoppages 6 Reduced speed 7 defects in process and rework standard cycle time x processed amount Performance = x 100 % rate operating time (e.g) 0.5 min../unit x 400 units Performance = x 100 % =50% rate 400 min. processed amount - defect amount Quality Rate = 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

11 Quality losses Speed losses Down time losses SASARAN PENINGKATAN OEE Overall Equipment Effectiveness = Availability x Performance Rate x Quality Rate 85%+ 1 Breakdowns Breakdowns per machine (stopped longer than 10 minutes) l ess than once a month Equipment Loading time Operating time 2 3 Setup/ adjustment Cutting blade losses Setup/adjustment time less than 10 minutes Cutting blade losses Less than 10 minutes Availability Loading time-downtime Loading time Greater than 90% Net operating time Valuable operation time Average total operating loss 30-50% Optimal conditions In operator-machine system Start-up losses Idling and minor stoppages Speed Quality defects in process and rework Start-up yield 99% or more Idling and minor stoppages per machine ( under 10 minutes) Achieve ideal cycle times (design speed) : Increase 15% or more Rate ( Including product to be reworked ) less than 0.1% Performance rate Ideal cycle time x output Operating time Greater than 95% Quality rate (quality products) 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

12 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 Mempersyaratkan dukungan dan kerjasama semua orang dan semua tingkat mulai dari manajer ke bawah Menerapkan TPM berdasarkan Kegiatan Kelompok Kecil yang Mandiri 1.01-TPM Intro-R1 12/20

13 STRUKTUR KELOMPOK KECIL 1.01-TPM Intro-R1 13/20

14 GUGUS KENDALI MUTU DAN PM GROUP GKM PM Group Kedudukan di organisasi Informal Formal Pemimpin Dipilih Manajer & dari anggota Supervisor Waktu Dalam Tidak Diperbolehkan Jam kerja diperbolehkan Pertemuan Setelah Tidak dibayar Lembur Jam Kerja Topik Dipilih oleh Berdasarkan anggota sasaran 1.01-TPM Intro-R1 14/20

15 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

16 TPM, PRODUCTIVE & PREVENTIVE MAINTENANCE TPM PRODUCTIVE MAINTENANCE PREVENTIVE MAINTENANCE Efisiensi Total Sistem Perawatan (MP-MI-PM) Perawatan Mandiri 1.01-TPM Intro-R1 16/20

17 SASARAN TPM Zero ABCD: Accident Breakdown Crisis Defect 1.01-TPM Intro-R1 17/20

18 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) 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 Product Defect Mensupport kegiatan TPM Kegiatan Perawatan di Support dan Admin Zero Accident Zero Pollution Peserta Tim Produksi Perawatan, engineering Tim Operator Tim Perawatan Operator Perawatan Produksi, design engineers Staf Perawatan QA/QC Perawatan Support Admin Maintenance GA Lingkungan 1.01-TPM Intro-R1 18/20

19 CONTOH-CONTOH EFEKTIFITAS TPM (1) (Pemenang PM Award) Kelompok P (Productivity) Q (Quality) C (Cost) Efektifitas TPM 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, 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) Reduction in manpower: 90% (Company TS) 30% (Company C) Reduction in maintenance costs: 15% (Company TK) 30% (Company F) 25% (Company NZ) Energy conserved: 30% (Company C) 1.01-TPM Intro-R1 19/20

20 CONTOH-CONTOH EFEKTIFITAS TPM (2) (Pemenang PM Award) Kelompok D (Delivery) S (Safety) 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) Efektifitas TPM M (Morale) E (Environment) 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) 1.01-TPM Intro-R1 20/20