TPM: Quality Maintenance (Hinshitsu Hozen)

© Operational Excellence Consulting. All rights reserved.
Quality Maintenance
(HINSHITSU HOZEN)

© Operational Excellence Consulting. All rights reserved. 2
Learning Objectives
Understand the key
concepts, principles
and philosophy of
Quality Maintenance
Describe the 8-step
process of Quality
Maintenance and the
key analytical tools
and techniques
Acquire knowledge
on the 4M conditions
and the prerequisites
for promoting Quality
Maintenance
NOTE: This is a PARTIAL PREVIEW. To
download the complete presentation, please
visit: https://www.oeconsulting.com.sg

Contents
4M Conditions – The Determinants of Quality
2
Key Concepts & Philosophy of Quality Maintenance
1
Key Tools and Techniques
4
The 8 Steps of Quality Maintenance
3
Towards Excellence in Quality Maintenance
5

4
“Quality is not an act,
it is a habit.”
Aristotle

The Times Demand Quality
On the shop floor
The age of technological innovation
The duty of the producer
To ensure quality that will allow the
customer to buy and use the product with
confidence and satisfaction
The producer’s task
To maintain and improve product quality
and guarantee consistency
Using equipment to build quality
into the product
Approaching the quality challenge
through equipment management
Shifting production work from
human to machines through
automation and labor-saving steps.
An increase in equipment-related
quality problems
Failures due to decreased function
exceed failures due to loss of
function (defect loss, etc.)

Traditional Inspection is a Poor Substitute for Quality
6
Traditional 100% inspection does not
provide 100% defect-free products.

Sporadic Defects and Chronic Defects
§ Recovering
measures are
required to
reduce the
level to the
original value
Extreme
value
Sporadic loss
Time
Percentage
of
Loss
Chronic loss
§ Innovative
measures are
required to
reduce the
level to the
extreme state
2 3
1
(see next slide for the cause-
countermeasures matrix)
To achieve zero defect, chronic defects have to be eliminated.

Steps of Countermeasures to Eliminate Chronic
Defects
Known
Unknown
Unknown
Known
Countermeasures
Causes
§ Apply
countermeasures
§ Establish and
perform
countermeasures
§ Perform
countermeasures
and check results
§ Apply cause and
effect analysis
§ Apply P-M analysis
2
3
1
2

Why Chronic Defects Persist
Proceeding without analyzing
the problem sufficiently
§ Jumping to conclusions about
the cause
§ Trying to solve the problem
based on experience alone
§ Not making a clear connection
between the defect and the
equipment
Thinking only within the
boundaries of one’s specialty
or a certain fixed technology
§ Not addressing other causal
factors
§ Not recognizing what has
changed in the equipment and
its operation
Chronic defects
don’t go away

Guarantee for 100% Good Parts and the 4 Major
Factors of Production (4Ms)
Guarantee for 100%
Good Parts
MATERIAL
MACHINE
METHOD
MEN / WOMEN
§ Arrangement of fundamental
conditions
§ Monitoring of operation status
§ Conformity to specifications
§ Mounting and removing of
workpiece
§ Replacement of processing
tools and jigs
§ Others
PRODUCTS Occurrence of
human mistakes
Causal abnormalities
in the equipment and
processing methods
Quality
Maintenance
Mistake-proof

Quality Maintenance is One of the Pillars of the
TPM Excellence Framework
Overview of TPM
Office
TPM
Safety,
Health
&
Environment
Autonomous
Maintenance
Planned
Maintenance
Focused
Improvement
Early
Equipment
Management
Quality
Maintenance
Education
&
Training
5S & Visual Management
TPM Goals:
Zero Defects, Zero Breakdowns,
Zero Accidents
The Quality Maintenance pillar focuses on establishing
and maintaining zero-defect conditions.

What is Quality Maintenance?
Focused Improvement
Quality Maintenance means figuring out the
equipment conditions in which defects won’t
occur, setting them up as the standards,
monitoring and measuring actual equipment
conditions over time, and confirming the
actual conditions are within the standards.
Source: Focused Equipment Improvement for TPM Teams, JIPM

Differences Between Conventional Quality
Approach and Quality Maintenance
Conventional
Quality Approach
§ A mindset that zero defect
is not possible
§ Inspect for quality and
take action after the
products are produced
§ Reactive approach
Quality
Maintenance
§ Sets zero defect as the
goal
§ Establish and maintain
the conditions to create
zero-defect products
§ Preventive approach

Quality Maintenance – Target
§ Achieve and sustain customer
complaints at zero
§ Reduce in-process defects by
50%
§ Reduce cost of quality by 50%

15
“Quality is more
important than quantity.
One home run is much
better than two
doubles.”
Steve Jobs

Basic Principles of Quality Maintenance
Defects due to
processing conditions
Defects due to
equipment precision
Defects due to
the people involved
Quality Defects
Creation of equipment that
doesn’t produce defects
Training operators who know
their equipment well
Fostering maintenance
management ability
(the ability to spot abnormalities
that may cause defects and to deal
with them quickly and correctly)
Setting standard conditions for
equipment that doesn’t produce
defects
Management of standard
conditions that don’t produce
defects
Zero defects

Prerequisites for Promoting Quality Maintenance
Developing an equipment-competent workforce
2
Eliminating forced deterioration
1
Maintenance prevention design (‘MP design’) of
new products and new machinery
4
Activities for achieving zero equipment failures
3

Poor Maintenance Practices and Operating
Conditions Create Forced Deterioration
Forced
Deterioration
Time
Equipment
Reliability
Accelerated
Deterioration
Natural
Deterioration
Basic Condition
§ Failing to maintain
basic conditions
§ Failing to operate
within specified values
§ Failure to control
deterioration
§ Lack of skills and
knowledge
It is essential to eliminate forced deterioration through Autonomous Maintenance,
thereby extending and stabilizing component lifetimes.

What are the 4Ms?
MATERIALS
Do the materials meet the required
specifications? Do the materials from
the previous process meet your input
requirements?
MEN / WOMEN
Do our employees have the skill and
motivation to do what is expected of
them safely, consistently and effectively?
Do they adhere to standards?
MACHINES
Are the processing equipment, jigs and
tools, and measuring equipment capable
of safe and reliable output at the
desired quality and rate?
METHODS
Are the processing conditions, work
methods and measuring techniques
in place to ensure and support consistent,
safe production?
The 4Ms

§ The 8 steps of Quality
Maintenance provide a
systematic approach to defect
loss elimination
§ It is based on the Plan-Do-
Check-Act (PDCA) model
§ The process can be used to
improve OEE and eliminate the
16 big losses
§ It is used with analytical tools
(e.g. IE tools, QC tools, P-M
analysis, etc.) to solve problems
Plan
Do
Check
Act

Verify the Existing Situation
Investigate the Processes where
Defects Occur
Identify & Analyze 4M Conditions
Plan Action to Correct Deficiencies
Establish Conditions that Allow Good
Products to be Achieved
Eliminate Flaws in 4M Conditions and
Finalize
Consolidate Checking Methods
1
2
3
4
5
6
7
Determine Standard Values for Checks
& Revise Standards
8

22
“Every defect is a
treasure, if the company
can uncover its cause
and work to prevent it
across the corporation.”
Kiichiro Toyoda,
Founder of Toyota

Preparing a QM Matrix
Write ◎ , ○ or △ to indicate degree of
interaction with quality characteristics that
correlate with management items
Setting management
items
Use items that contributing
factors of P-M analysis or
primary 4M items as
management items
Setting management
conditions
§ Management thresholds
§ Inspection cycles
§ Inspection managers
Addition to quality management process
drawings
Addition to a Autonomous Maintenance
inspection standards documents
Addition to Planned Maintenance
inspection standards documents
Preparation of trend
management sheets

Example of P-M Analysis Table
Phenomenon
Physical
Analysis
Contributing
Conditions
4M Correlations
(Primary)
4M Correlations (Secondary)
The coil
windings are
too thick
The pitch of a
copper wire
wound about a
bobbin shows
variation
1. The required
tension varies
1.1. Tension setting
varies
1.1.1. Play in spring fixing block
1.1.2. Block fixing bolts loose
1.1.3. Springs worn out
1.1.4. Play in shock-absorber plate
1.1.5. Shock-absorber spring worn out
1.1.6. Shock-absorber spring adjustment bolts
loose
1.1.7. Play in tension level fixing
1.1.8. Play in tension arm fixing
1.2. Set tension cannot
be maintained
1.2.1. Wire not wound correctly onto supply
wheel
1.2.2. Tension rubbers worn
1.2.3. Rubber tension adjusting bolts loose
(remainder omitted)
ILLUSTRATIVE

5 Whys Process Funnel
Why is Tom injured?
Why did he fall?
Why was the floor wet?
Why was the valve leaking?
Why did the seal fail?
Because he had a fall
Because the floor
was wet
Because there was a
leaking valve
Because there was a
seal failure
Because it was not
maintained
The Problem:
Tom is injured
Root Cause

The 8 Steps of P-M Analysis
Identify Constituent Conditions
3
Conduct a Physical Analysis
2
Clarify the Phenomenon
1
Study 4Ms for Causal Factors
4
Determine Abnormalities to be Addressed
7
Survey Causal Factors for Abnormalities
6
Establish Optimal Conditions (Standard Values)
5
Propose and Make Improvements
8
Source: Based on Kunio, et al.

How to Sustain TPM & Quality Maintenance
Activities
§ Engaging employees
§ Aim for early success
§ Providing active leadership
§ Share success stories
§ Rewards and recognition
§ Continuously reduce the 16 big
losses
§ Evolving the TPM initiative over time
and integration with Lean

Operational Excellence Consulting is a management training and consulting
firm that assists organizations in improving business performance and
effectiveness. Based in Singapore, the firm’s mission is to create business
value for organizations through innovative design and operational excellence
management training and consulting solutions. For more information, please
visit www.oeconsulting.com.sg

TPM: Quality Maintenance (Hinshitsu Hozen)

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