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TPM is a Japanese concept evolved in 1951. TPM is a robust method of effective machine repairing, maintenance and an organized systematic initiative to increase machine life. TPM has been recognized widely and accepted by many organizations as a management philosophy for effective asset management. To improve equipment effectiveness. To improve efficiency, effectiveness and reliability of maintenance of machines. To train the staff in relevant maintenance skills. To achieve early equipment management.

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6S (previously known as 5S) is a visual system for improvement that helps create and maintain an organised, clean, high performance workplace. It forms the basis for standards work, which enables you to measure improvements. The extra ‘S’ was added to the 5S Lean tool to emphasise the importance of safety. The 6S stands for: o 1. Sort: remove what is not needed o 2. Set in order: agree what goes where and make easily accessible o 3. Shine: keep the environment clean o 4. Standardise: a consistent process agreed by all o 5. Sustain: continually improve. o 6. Safety: identify and prevent unsafe conditions Using 6S will help you to reduce the opportunity for variability in activities by ensuring that everything needed at each step of the process is easily available. This means that any defect in a particular step is easier to see.

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5S basic training ppt http://smartmanagement.info/download-category/5s-forms/ 5S represents 5 disciplines for maintaining a visual workplace (visual controls and information systems). These are foundational to Kaizen (continuous improvement) and a manufacturing strategy based "Lean Manufacturing" (waste removing) concepts. 5S is one of the activities that will help ensure our company’s survival.

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The Seven Basic Tools of Quality (also known as 7 QC Tools) originated in Japan when the country was undergoing major quality revolution and had become a mandatory topic as part of Japanese’s industrial training program. These tools which comprised of simple graphical and statistical techniques were helpful in solving critical quality related issues. These tools were often referred as Seven Basics Tools of Quality because these tools could be implemented by any person with very basic training in statistics and were simple to apply to solve quality-related complex issues.

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The 5S workplace organization system applies a set of basic management principles that many companies widely adopt to maximize productivity and organization. As a cornerstone of Lean management, 5S improves workplace morale, safety and efficiency. In this training presentation, you will learn how to mobilize and align your management team to launch or improve a 5S and Visual Management implementation in your organization. The presentation covers 5S and Visual Management best practices, step-by-step implementation guidance, and the best ways to integrate lean 5S into the organization's culture to achieve sustainable world-class excellence. LEARNING OBJECTIVES 1. Understand the benefits of working in a clean and neat environment 2. Define the 5S principles, and identify visual tools 3. Explain how to apply the 5S principles and visual tools to enhance workplace organization 4. Learn how to kick start and launch a 5S initiative 5. Define the critical success factors for 5S implementation CONTENTS Introduction & Overview 5S Lays the Foundation for a Lean Enterprise 5S Establishes a Baseline for Kaizen Activities 5S as a Cornerstone of Employee Engagement 5S Helps to Eliminate Waste What is 5S? What is the Purpose of 5S? Benefits of 5S 5S Principles - Step by Step How to Conduct a Red Tagging Exercise 5S Visual Management 5S Applications 5S Implementation Starting & Launching 5S 5S Audit System & Maturity Levels Supporting Lean Tools for 5S Critical Success Factors To download this complete presentation, please go to: http://www.oeconsulting.com.sg

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When companies begin to implement Total Productive Maintenance (TPM) they often start by piloting Autonomous Maintenance (AM). This is understandable as AM is one of the key distinguishing features of TPM and also one of the most important activities when understood correctly. To understand AM correctly it needs to be seen as an improvement activity within TPM, rather than production teams taking on maintenance activities. In the evolution of TPM in Japan, AM grew out of the 5S activities of production teams, as they found that in order to deal with barriers to Quality, Delivery and particularly Cost performance they needed to improve equipment conditions, initially by applying the principles of 5S and QC circles. AM was not the result of a desire to reduce maintenance costs or maintenance departments wishing to hand tasks over to production, rather it was the result of production teams wishing to control and improve their equipment.

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