Page 32 - TPM A Route to World-Class Performance

TPM-from total productive maintenance to total productive manufacturing 13

of the 5 Ss, which are central to all the Japanese methods evolved since the
end of the Second World War:
0 seiri organization
seiton orderliness
seiso cleaning (the act of)
0 seiketsu cleanliness (the state of)
shitsuke discipline (the practice of)
In English-speaking countries an alternative way of expressing the 5 Ss is the
more easily remembered CAN DO of
cleanliness
arrangement
0 neatness
0 discipline
0 order
The philosophy is exactly the same, however:
1 Get rid of everything and anything unnecessary.
2 Put what you do want in its right place so that it is to hand.
3 Keep it clean and tidy at all times, recognizing that cleanliness is neatness
(a clear mind/attitude), is spotting deterioration (through inspection),
is putting things right before they become catastrophes, is pride in the
workplace, giving self-esteem.
4 Pass on that discipline and order to your colleagues so that we all strive
for a dust-free and dirt-free plant.
The CAN DO approach, therefore, is to look at the production facility and
clean the workshop and its plant and machinery as it has never been cleaned
before, whilst at the same time casting a ruthlessly critical eye at everything
in the workplace. Nothing must be allowed to remain anywhere on the
shopfloor unless it is directly relevant to the current production process.
Good housekeeping thereafter becomes everyone’s responsibility and a way
of life.
The cleaning process involves the operators of machines and plant. As
they clean, they will get to know their machines better; they will gradually
develop their own ability to see or detect weaknesses and deterioration such
as oil leaks, vibration, loose fastenings and unusual noise. As time goes on,
they will be able to perform essential, front-line asset care and some minor
maintenance tasks within the limits of their own skills. The process will take
place in complete co-operation with maintenance people, who will be freed
to apply their technical skills where needed.
With the attitude to cleanliness and good housekeeping understood, we
can move on to explain the main principles on which TPM is founded. In
Chapter 4 we explain the toolbox of techniques used to implement these
principles and how to develop buy-in by developing understanding through
practical application of the WCS nine-step TPM improvement plan.