Tpm In Japan Industry Management Essay

Tpm In Japan Industry Management Essay It can be argued in Japan it is strongly believed that the success of a country depends on the brilliance of its production ability. Japanese commitment to continuous technical innovation in manufacturing industry, in which allowed them to become a leading economic power. Many Japanese manufacturing companies believe that there are two key feature needed to create a reasonable benefit: one is attractive products and strong manufacturing potential. Japan has made a concerted effort to strengthen its manufacturing capability over the last three decades, however to accomplish this success many Japanese factories implemented TPM. Manufacturing industries which retain production plants in Japan, concentrate on improving output by implementing TPM. (Yamashina,  1995) 3.2 Why TPM It can be argued there are many reasons why TPM has stretched so quickly in Japanese industry and also companies outside worldwide are interested. The main reason for expanding of TPM is provide remarkable results, first transforms the work place evidently and elevates the knowledge in production and maintenance team. Companies practicing TPM consistently achieve reduce in equipment break downs, minor stoppages, reduction quality defects, cutting accidents and promoting employees confidence. TPM increases workers roles in the decision making process. TPM increases roles in providing input and in making tactical decisions. Empowering the workforce is the main goal of TPM. TPM helps operators appreciate their equipment and expands the range of maintenance and other tasks they can handle. It allows workers to make new finding, obtain fresh knowledge and enjoy new skill. It strengthens motivation, prompt interest in their work and concern for equipment and furthers the desire to preserve equipment in top good condition. (chokotei in Japanese) 2.3 TPM Implementation In order to implement a successful TPM structure of the firms need to be studied. unacceptable organization structure can guide to the failure of TPM implementation. A typical organizational structure for TPM implementation is as shown in Figure below: Figure 14: TPM Structure According to (McBride, 2004) TPM needs effectual management from higher level, without successful leadership TPM efforts to the business, worker, equipment performance and consistency will keep on to decline. Also TPM is a long range program which can take more than few years to implement there for is more reasonable for firms to have a person responsible of implementing TPM. 3.1 TPM Implementation Nakajimas 12 Steps Total productive maintenance TPM was developed by  Seiichi Nakajima, Vice Chairman of the Japan Institute of Plant Maintenance, and below are the 12 famous steps for implementing TPM: Step 1: TPM management declaration This step requires top management support for TPM introduction. Lacking the support of management, doubt will execute the proposal. TPM aims need to be highlighted clearly in companys newspaper, newsletter and magazine. Step 2: TPM education This step will allow and teach all the employees about TPM. Managers provide data and presentation, in other hand this step of implementing TPM also include collection of data about TPM and to appreciate how it works. Step 3: Create Organizations to Promote TPM This team will encourage and continue TPM activities once they started. One of the tasks of this group to include individual from every level of the organization from each department in the firms, this structure will allow good communication between each departments to achieve same goals. Step 4: Establish Basic TPM Goals In this step existing conditions need to be analyzed and set of goals needed to be sets. The established TPM policies and goals should be very simple and obvious to everyone concerned in TPM implementation. Step 5: TPM Development Master Plan In this stage full master plan for implementation of TPM is all set and suggestion given to management. This task can be done by a consultant, with a plant visit to study production operations, equipment problems and losses, maintenance operations, and cleanliness in the plant, and talk to employees to determine their motivation and attitude. The consultant can then come up with proposal plan (Hartmann, 2000) Step 6: TPM kickoff In this stage visible study will establish a base dada, against which TPM results and progress can be calculated. Also teams needed to include OEE explanation and calculations of important equipment. The study will assess the condition of these equipments, maintenance activities and personnel skill. Then viability study results are presented to management team. Hartmann (2000) Step 7: Improve Equipment Effectiveness In this steps TPM guide installation should cover between %25 percent overall equipment, need of different teams to insure carry on of the installation. All employees in the stage must get TPM training. Step 8: Establish an Autonomous Maintenance Program Program need to be drawn for how to manage maintenance effectively, Maintenance that is performed by the machine operator rather than the maintenance staff Step 9: Introduction inspection: Inspection needs to be carryout and by checking TPM fundamentals are done correctly. . Step 10: Conduct Training This stage highlights the importance of training the worker to achieve high standard performance from the equipment. Step 11: Certification: The stage is very important because certificate is to show to the client that equipment and product quality have been improved and maintained from equipment. Step 12: TPM Award: The final stage is reward for TPM installation is. By gaining award it shows the improvement in the firms also carrying out individual reward to boost worker morale. 3.5 TPM and Training It can be argued team approach training will help development of worker individual skills. The aim of training is to have multi-skilled and refreshed employees with high morale, who are keen to perform all the required functions. By correctly formulate teams create an environment where employees know the benefits of training and the correct method of operating their equipment, research shown that motivation is misplaced because the workers not last long enough at specific workplace to seek basic equipment problems (Kennedy, 2006). Company normally motivated independent small teams activities with the aim of matching with company goals and constant training which includes formal daily basis knowledge about equipment and maintenance issues (Kister et al., 2006). 3.6 TPM and Autonomous Maintenance (Jishu Hozen) Autonomous maintenance is the procedure in which operators recognize and share responsibility within maintenance area to check the performance of the equipment. According to (Robinson and Ginder 1995) the idea of Autonomous Maintenance is the creation of skilled equipment workers for protecting equipment maintenance. In other hand (AM) can be a keystone of TPM activities. (Komatsu 1999) according to the writer in this Autonomous Maintenance environment, the maximum requirements for operators to have the ability to notice nonstandard with relation to equipment The goals of Autonomous Maintenance are following (Suzuki 1994): Prevent equipment decline . Bring equipment to its ideal state. Establish the basic conditions needed to keep equipment well maintained. 3.7 TPM and Planned Maintenance It can be defined as a planned maintenance system in which rising production without no failures, no defects and improving the quality of maintenance methods by increasing machine availability. Implementing this activity powerfully help decrease input to maintenance activities. Also planned Maintenance supports the concept of zero failures (Shirose 1996), also the aim of TPM activities is to support company structures by eliminating losses through the achievement of zero defects. 3.8 Kobetsu Kaizen Kaizen is a Japanese word in which means (improvement), this methods objective is to improvement a number of small improvements to reach and maintain zero losses. The key feature of kaizen is that it is an ongoing improvement approach process through eliminating losses using all techniques for kaizen and by shifting the operation process to make the job more productive. The Kobetsu kaizen 10 steps development are showing in the figure below: Figure 15: Kobetsu kaizen 10 steps Development 3.9 TPM and Quality Maintenance Quality maintenance can be described a establishment of circumstances that will prevent the incidence of defects and control of such circumstances to reduce defects to zero. According to (Japan institute of plant maintenance 1996) can be accomplished by establishing environment for zero faults, inspecting and monitoring conditions to eliminate disparity, and carry out blocking actions in advance for equipment failure. It can be argued the key thought of quality maintenance is focusing on preventive action before it happens rather than reacting after it happens. Quality maintenance, like (MP), structured to develop within the focused Improvement, Autonomous Maintenance, PM, and (MP) all are TPM support. Quality maintenance helps implementing TPM by make certain equipment are functional up to high standard. (Schonberger 1986) (Pomorski, 2004). 3.10 TPM and Office Office TPM is another important part of whole package of TPM and it need to implement in correct way to improve productivity, efficiency from administration side and also eliminating of losses. This includes analysing processes and procedures for increased office efficiency. Office TPM demonstrates twelve major losses (Venkatesh, 2007): Processing losses; Cost losses include accounts and marketing sales Communication losses Office equipment breakdowns Communication breakdown Time depleted on recovery of information Supply eminence non- accessibility Customer complaints emergency purchases precision loss Setup loss Idle loss 3.11 TPM and Environmental, Health and Safety The TPM safety and environmental support is important as well as other aspect mention before, no TPM program is significant without focus on safety and environmental issues. According to (Suzuki 1994) describes ensuring equipment consistency, stopping human error, and eliminating disaster and toxic waste are the key aims of TPM. The operators must be trained to execute risk evaluation to build self-assurance and hazard maps should be available to stay away from needless exposure. According to (Heinrich 1980) shows for every 500,000 safety issues there are 300 are near neglects, 29 injuries, and 1 death ash showing in figure below. In recent years environmental safety is attracting more focus for when implementing TPM. Many argue manufacturing management currently will be less efficient without environmental safety. In todays manufacturing environment, environmental safety includes decrease of energy use, elimination of toxic waste, and decrease of material raw material use (Pomorski, 2004). http://kaizenrms.files.wordpress.com/2012/01/heindrich2bprinciple.jpg http://www.tpmconsulting.org/images/EngV/concept_pic26.jpg Figure 16 The Heinrich Principle

Employee Recognition Programs Essay

All business entities, big or small, have human resource. Commonly known as employees, these people are an organization’s most valuable asset. These are individuals within the firm who serve as the organization’s human capital and work toward achieving the goals of the company. Without human workforce, establishments will not be able to perform its day-to-day operations. Even if an organization is not labor intensive, it is incontestable that a firm still needs human resource to manage and look over its undertakings, and continuously thrust the company towards proper administration, profitability and success. The improvements and changes in the industry and economy besides increased awareness of employees as a valuable resource has changed the focus from controlling to managing this resource† (Purdy, 2007). As more and more organizations rely on human workforce, there is now the need to manage the most dynamic resource of a company, who are its employees. Recruiting the right kind of employees and training them to become productive are not only the seeming obligation of a company. But more importantly, keeping these employees motivated will not only enhance them personally but will encourage high performance, which will benefit the organization as well. â€Å"Employee morale within an organization has a direct impact on the satisfaction level of its customers and the company’s ultimate success† (Fretwell, 2002, p. 1). For that reason, companies perform different kinds of employee recognition programs that will significantly improve employee morale. One very important detail to remember is that the leader of the organization must have the ability to identify and recognize decline in employee morale, factors causing such, and acceptance of this condition. After which, there are many feasible areas to work on to be able to work out and tidy up the problem. It is very crucial to start with the management. One of the most important steps is to correspond. Communication is always important in maintaining a smooth professional relationship between employees and the management. Encourage the employees to come forward with issues, suggestions, conflicts, complaints, and feedbacks. Listen carefully; do not leave the employees hanging. This way, management will be able to know clearly what factors are causing the employees to perform in such a way that disintegrates their work. Also, they will be able to know the multiple viewpoints of the employees, which if properly attended to, may have the effect of high morale. This method has always been simple and costs nothing at all! Plus it provides a powerful solution to morale problems. Once the leaders know the problem, it is easier to find probable solutions and ways of improving the esteem of the employees. Make sure the employees have a clear understanding of their professional goals within the organization. Keep them up to date about the business, making them feel more involved. Encourage creativity and be consistent in the administration of rules and policies. This way, the employees will not feel they are being treated with prejudice once they get penalized for mistakes. Make them understand what they are going through. However, sometimes, letting the employees do they own work is what they need. They want to feel they are trusted to get their work done. Teambuilding can also help eliminate negative feelings and actions by fostering respect among employees. The power to make decisions help employees realize their importance to the company, and this increases the esteem of the employees. Also, in order to get work done, and done right, the leaders of the organization need to give the employees the skills and tools for them to complete their tasks. This includes giving them support and the training that they need in order to improve or hone their abilities. Management must also identify and nurture those people who perform well and must groom them for leadership roles. At the same time, it has to identify and help the average performers to improve themselves and their productivity. Acknowledging the work of the employees always gives them a reason to work harder and become recognized, making them even more enhanced and productive. Simple awards may do, like what establishments often offer, like â€Å"Employee of the Month† awards may be a step towards recognizing the employees’ hard work. Moreover, giving promotions to excellent and highly improved workers enable them to boost their confidence in terms of their work and push them to work even harder. Provide a better working environment by assuring the safety of the employees while at the workplace. This gives them the guarantee that they are well taken care of by the management. Higher financial remunerations, bonuses and benefits promote the value of loyalty from the employees to the organization. With better compensation, employees are able to give high regard for their work and tend to become satisfied of what they are doing and whom they are working for. Develop incentive programs that improve both employee attitude and attendance rates. Most often, lack of incentive is the reason why employees do not get motivated to work. Examples of this programs include â€Å"the ability to cash-in unused sick days at the end of a specific period, allowing employees to leave early one Friday per month of perfect attendance, bonus pay for periods of perfect attendance, and gifts such as savings bonds or gift cards for periods of perfect attendance† (Bushman, 2007, p. 4). Most importantly, beyond putting into primary importance the achievement of success and profitability is the need to take care of the organization’s people. If the employees believe that their bosses do not care either about the task or them, then they will not care either. And naturally, the company and its operations will suffer. Building morale in an organization may not be as hard as one thinks The key to motivating employees is having them feel valued and appreciated by their superiors and within the company that they working hard for. It requires for each and every employee to feel a sense of achievement in career, a sense of belonging at the workplace, a sense of contribution to the organization, and a sense of appreciation for their involvement in the pursuance of the organization’s goals to achieve high employee morale, and eventually higher productivity and overall success.

Martin Luther Essay - 671 Words

There was an argument between two great scholars, Robert Kolb and Hans Kung on whether Martin Luther’s reform improved the lives of European Christians. Kolb agreed that martin Luther made a positive impact on European Christians and he concluded that Luther was a prophetic hero, teacher and that Luther brought change and hope to the people. Kung on the other hand believes that Luther was a great orchestrator of change in the Christian church but also an indirect instigator of the violence and oppression that erupted among the people. In other words Luther had some positive effects but left more negative consequences on the people. This essay’s main focus is to identify which argument appears to be more convincing and persuasive but for†¦show more content†¦Kung believes there were other factors that contributed to the reformation. Events like the fall of the papacy, rise of the nation states, the rapid development of the press, the huge demand for education an d other similar events paved way for the revolution to occur. As positive as a reformation or revolution may sound, Kung suggested that Luther’s reformation created numerous unpleasant consequences like the religious wars, the formation of various radical sects, the subordination of peasants to rulers and so many other similar events. After analyzing both arguments, Hans Kung’s argument appeared to be more persuasive on so many levels. I didn’t really believe in what Robert Kolb was arguing about because he was very focused on the positive effects of Luther’s reformation. Kolb seemed to suggest that since Luther’s intention was for good, all other events that do not reflect Luther’s intentions were irrelevant. 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The Industrial Development Of India - 1132 Words

It is stated by the several scholars that British Government never interested to the industrial development of India. During the British period, the growth of industrial output was hindered due to the utmost poverty of the rural population of India. The large proportion of the middle-class population had a taste and choice of imported goods instead to indigenous products. The tariff protection provided by the British government was not enough to protect the industries because the government was neither interested in the establishment of industrial plants nor in the development of banks. Even during the period local industries had not given any preferences at the time of allotting contracts. The evidences found from the review of various†¦show more content†¦[28] See A.I. Levkovsky, op. cit., pp. 78, 305, 335. After facing a long time political pressure government of India was relieved in 1947. Since that time India had been noticed a continuous change in the entrepreneurial history of the India. Due to the freedom, entrepreneurs gained substantial confidence and self-belief and pursued towards the fulfillment of their entrepreneurial desires with a new energy. The people expectations from the government were at altitude for the betterment of their life, including the entrepreneurs who were expecting necessary infrastructure facility for the development of the country’s economy as a whole. The regional development and need of employment stipulated the path for the establishment of new ventures in the country. Government of India understood the need to formulate a scheme for achieving the balanced regional growth and for the development of the economy. To rejuvenate and to develop the existing industries once again, Government of India launched the first Industrial Policy, 1948 this policy was revised from time to time (Kuchhal1963). After some times, the Government came forward with the Industries (Development and Regulation) Act, 1957. But the main change had been noticed after the adoption of planning commission in 1951. In the first five year plan (195-1956) the Community Development Program was launched (1952) and focus was given on power and transport facilities, agriculture and price stability, this initiative had