Chapter 3

Preparedness and Initiatives for TPM in Flexible

Manufacturing Environment: Case Study of an Automobile
Plant

3.1 Introduction

The auto industry of India is one of the largest and most competitive automotive market in

the world. The industry accounts for 7.1% of the countrys Gross Domestic Product (GDP).

The two-wheeler segment with 81% market share is the leader of the Indian automobile

market for the middle class and young population. The Indian government and major

automobile players have taken several initiatives in the Indian market to make India leader

in two-wheelers (2W) and four wheelers (4W) auto sectors in the world by 2020. The aim

of the government of India is to make automobile manufacturing the primary driver of

Make in India initiatives, as it expects to increase the passenger vehicles market to 9.4

million units by 2026 (Auto mission plan, 2016-26). Maruti Suzuki leading a four-wheeler

automobile manufacturer hopes to reach four million units by 2020 up from 1.97 million

units in 2014-2015. India is the second largest two wheeler motorcycle manufacturer and

the fifth largest commercial vehicle manufacturer in the whole world. It has been seen that

automobile industry has attracted Foreign Direct Investment (FDI) worth US$ 14.32 billion

during April 2000 to December 2015, according to the data released by Department of

Industrial Policy and Promotion (DIPP). One of the significant investments in the

automobile sector in India was the opening of fourth and worlds largest scooter plant in

Gujarat by Japanese two-wheeler manufacturers Honda Motorcycle and Scooter India

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(HMSI). Initially, the production was 600,000 per annum, and it is forecasted to increase up

to 1.2 million scooters per annum by mid-2016.

According to the Confederation of Indian industry, the current employees in

automobile sector are over 80 lac. It has been forecasted that the extension in production

will rise to Rs 600000 crore by 2016. The automobile is considered as the sunrise sector of

the economy as it provides an increase of employment to over 25 million people by 2016.

There is a great opportunity, and full ranges of careers are being opened like automobile

engineer, technician, and repairer. The government of India initiates the establishment of

automotive training institutes, auto design centers, auto parts, degrees providing higher

education of automobile engineering. The Indian auto industry has a bright future in India.

Sources are (Ibef.org, 2016, Infoshine.com, 2016, Anon, 2016)

The industry selected for the present research work is a countrys largest

manufacturer of motorbikes Hero with a joint venture with Honda Motors Company of

Japan. The semi-automated cell was selected for carrying out flexibility study. A

case-based approach in conjunction with TPM standard tools, techniques and practices are

used to discuss various issues related to TPM maintenance strategies in a semi-automated

cell. So, case analysis was performed based on data collected through interview,

questionnaire, documents and observation.

3.2 About Hero MotoCorp Ltd.

Hero MotoCorp Ltd. was incorporated on 19th January 1984 as Hero Honda Motors Ltd.

Hero, the largest Indian bicycle producer in the world & Honda, Japan as Technology

leader in the world joined hands and created Hero Honda. The successful association of

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Hero and Honda for 27 years created the worlds largest two-wheeler manufacturing

company. In 2001, the company achieved the coveted position of being the largest two-

wheeler manufacturing company in the World No.1 regarding unit volume sales in a

calendar year (Heromotocorp.com, 2016). During 2010-2011, both the partners decided to

part ways and evolve beyond this partnership. Under the new agreement, Hero Honda

embarked on a brand journey under new name Hero MotoCorp Ltd. New brand & logo was

unveiled globally on 9th Aug 2011 in a ceremony in London. Hero MotoCorp Ltd.

continues to maintain the Worlds No.1 position for 10 years in a row. Being a leader in

Motorcycle segment, Hero MotoCorp Ltd. is producing a variety of two wheelers to meet

different customer needs. As of now, there are over 50 Million Hero MotoCorp two-

wheelers on Indian roads. Today, every 2nd motorcycle sold in India is from Hero

MotoCorp Ltd.

Hero MotoCorp two wheelers are manufactured across four globally benchmarked

manufacturing facilities. Two of these are based at Gurgaon and Dharuhera which are

located in the state of Haryana in northern India. The third manufacturing plant is based at

Haridwar, in the hill state of Uttarakhand; the latest addition is the state of the art Hero

garden factory in Neemrana, Rajasthan (Heromotocorp.com, 2016). The present case study

analyzed the different aspects of the implementation of TPM at Hero MotoCorp Ltd.,

SIDCUL, Haridwar, Uttarakhand.

3.3 Proposed implementation plan for TPM

This section provides a step-by- step approach to implementing TPM in Hero Motors Corp

Ltd. Successful implementation requires a top management support and commitment from

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the day one. Implementation of TPM involves every employee from top management to

bottom line workers. A nine steps implementation plan was discussed in the subsequent

subsections.

3.3.1 Announcement of TPM and top management commitment

In this step, the top management formally announced the decision of implementation of

TPM. A small formal event was organized in which all the employees of the organization

made aware of the change of shifting towards the new culture of TPM. The event details

and information were published in companys newsletter. There was a formal and officially

announcement of TPM Coordinator. The standard guidelines and methodology to

implement TPM were given by Mr. Osamu Yoshioka (General Manager from Makati City)

who was appointed as a TPM Consultant in Hero MotoCorp Ltd. The primary

responsibility of the top management is to encourage the participation of all employees and

to promote motivation, ability and favorable work environment (Nakajima, 1989).

3.3.2 Development of TPM promotion organization structure

TPM activities are an integral part of the employees in which all levels of organization

from top management to the shop floor workers participate. A TPM organizational

structure was proposed and developed and finally it was established. TPM circles are an

integral part of the formal activities of the organization.TPM small groups encompass the

whole of the organization hierarchy, from top management through middle management to

the front line operators. Figure 3.1 represents the TPM promotion organization structure of

Hero MotoCorp Ltd.

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 Figure 3.1: TPM promotion organization structure for Hero MotoCorp Ltd.(Haridwar)

Roles and responsibilities for TPM implementation on various levels of organization

structure are discussed below:-

(i) Role & responsibilities of Top level management for TPM implementation: For the

successful implementation of TPM, high commitment, support, and involvement are not

merely required from senior management. But to involve actively in the learning strategy,

providing personnel guidelines and tips for its implementation and assessing the TPM

progress are the fundamental requirements. A top level executive plays a role champion for

complete TPM program. The responsibility of the top-level managers is to set and

finalize the organization policies and objectives, appoint a suitable, energetic and

knowledgeable TPM coordinator and create a TPM steering committee consisting all the

TPM pillar heads and concerned support members. The goal of the steering committee is to

design TPM policies and strategies systematically and to give value added suggestions. Top

management plays the significant and crucial role in TPM implementation. The high-level

executive and steering committee work together throughout the TPM implementation
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program to retain the commitment towards the implementation. The plant head and Head of

operations & supply chain of the selected plant keep an eye on the overall TPM running

activities in the facility.

(ii) Role & responsibilities of middle-level management for TPM implementation: Middle-

level management consists of heads and section heads of various departments such as

production, maintenance, Quality assurance, materials and human resource, etc. The middle

management establishes the various departmental TPM policies to achieve the overall final

objectives designed by top management. Middle management acts as an intermediate

channel of a hierarchical organization and performs duties as a subordinate to the senior

management and bottom level of the organization. Middle management primarily worked

as a channel of communication as they make aware and bring in the notice to the lower

levels of employees about the major decision and to achieve the main goals set up by the

top executives for the implementation plan of TPM. They act as an administrator and helps

in leading, inspiring and motivating especially the bottom line operators.

(iii) Role & responsibilities of the bottom level workforce for TPM implementation:

Bottom level workforce consists of supervisors, security guards, maintenance engineers,

section officers, superintendent, housekeeping staff, etc. They form and create small group

TPM circles in each departmental section. The shop floor workers serve as role models for

their concerned supervisors they supervise. They focus on controlling and directing the

function of management. The shop floor operators are directly responsible for the quality

and the quantity of the production. The lower level management communicates directly

with the operators day to day problems and also recommends their genuine issues to the top

management through middle-level management. They are responsible for arranging the
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materials, tools, machines on time for getting the things done in a systematic order. Hence,

the bottom level workforce can be considered as the image builder of the organization.

3.3.3 Team building and meeting plan

In this step, the management builds a TPM team consisting of a group of members, who

were jointly responsible for achieving a common objective. This team worked as a Pilot

group (TPM circle) and as a role model for the rest of the teams. The members of this team

were highly motivated to learn and implement new innovative ideas, clear about the TPM

goals and ready to adopt changes in working practices. The selection of pilot team members

is based on their individual interest and decision making. Their point of view, opinion and

suggestion were considered on priority basis. Initially, a manager model machines were

selected in semi-automated machine cell, which was considered as a pilot study. A pilot

team for selected semi-automated cell consisted of following members as shown in Table

3.1.

Table 3.1: Selected organizational members for Pilot Team

No. of persons Pilot Team members

1 TPM Coordinator
3 Operators
1 Production Manager
1 Maintenance Manager
1 Team Leader

In the beginning, weekly two hours meeting with the Pilot team was fixed to outline the

activities of TPM. The frequency of plant TPM steering committee meetings and Pillar
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wise head meetings were held on a monthly basis and weekly basis. Table 3.2 shows

meeting program frequency of a pilot team members. The series of cascading activities

starting with manager model machines and pilot teams are presented in the block diagram

as illustrated in Figure 3.2.

Table 3.2: Meeting program of selected Pilot Team

S.No. Meeting Attended by Meeting Decisions taken

plan conducted by
frequency
1 Once in every TPM Coordinator, Plant Head Selection and
month Production and finalization of pilot area
maintenance manager, and pilot team members.
pilot team leader

2 Twice in TPM Coordinator, TPM Coordinator Responsibility to provide

every month Production and training of autonomous
maintenance manager, maintenance on selected
operators engaged in manager model
manager model machines, machines and
pilot team leader coordinating the TPM
activities

3 Once in every TPM Coordinator, Steering Committee Overall monitoring and

month Production and assessing the TPM
maintenance manager, progress.
pilot team leader
4 Weekly Shop floor operators Pilot team leader Assigning of jobs and
meeting engaged in manager tasks to operators,
model machines handling day to day
routine TPM activities
and supervising and
guiding them.

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 Selected manager
model machines
machines

Autonomous maintenance
pilot team

TPM coordinator Operators Production Maintenance Team Leader

manager manager
Figure 3.2: Manager Model machines and pilot teams

3.3.4 Launch a formal education and training program for employees

Education and training are necessary to develop a proactive safety culture. Formal

education and training programs were organized by Education and Training pillar for all the

employees (Top executives, middle management, and bottom line workers). Special

autonomous maintenance training was imparted to Pilot team with a goal to raise operators

skill levels and ownership. The framework structure of education and training pillar is

shown in Figure3.3. Seminars, demo lectures, and workshops were organized for the entire

workforce. The presentations were also prepared in Hindi format language for the operators

for better understanding as shown in Figure 3.4.

E&T pillar head,

Head of HRM

Team Team Team Team Member Team Member Team

Member Member Member (Maintenance) (Engine Member
(Production) (Engineering) (HRD) Assembly) (Machining)
) ))
Figure 3.3: Framework structure of E&T Pillar

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 Figure 3.4: TPM Hindi slides designed for bottom line operators

Two methods mainly impart training:-

a) Classroom education training: Classroom education training was conducted in

Training halls and training centers. In classroom training, theory knowledge of TPM

was imparted by using power point presentations to the employees, team members

of different pillars, contractors, etc.

b) On the job training: These types of training were conducted on shop floors. The

objective was to enhance the skill of production/maintenance operators, small

circles of autonomous maintenance with the help of one point lesson (OPL),

working models, kaizens, etc. Figure 3.5 represents the training plan of education

and training pillar.

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 Figure 3.5: Training plans of education and training pillar

Figure 3.6 represents graphically the total number of training sessions conducted during a

period of (2009-2012).

Figure 3.6: Training sessions carried out during a period (2009-2012)

TPM manuals and books were also distributed to enhance the knowledge of workers,

middle level, and top level executives. The following key TPM books were recommended

by education & training pillar, which may be given in Table 3.3.

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 Table 3.3: Recommended books and manuals by Education and training pillar

S.No. Book Title Publisher/Author Name

01 TPM in Process Industries- Manual Tokutaro Suzuki

02 TPM for every operator- Manual Edited by Japan Institute of
Plant Maintenance
03 Autonomous Maintenance- Shop floor By Productivity Press
TPM implementation
04 TPM Team Guide Kunio Shirose

The training program includes the basic knowledge of following parameters:-

a) Introduction of TPM

b) Introduction and how to implement 5S

c) Benefits achieved after 5S

d) Knowledge about OEE and its calculations

e) Six big losses of OEE

f) TPM performance indicators PQCDSM

g) Basic training for autonomous maintenance

The next subsection will highlight the strategies and success factors for finalization of TPM

policies and goals for the organization.

3.3.5 Strategies and success factors for finalization of TPM policies and goals

During the weekly meetings, the steering committee team and pillar head managers team

analyzed the benchmark and set goals, which were specific, measurable, realistic and

time-based. Data related with OEE, quality (customer complaints), maintenance, safety,

and losses were collected and analyzed. TPM implementation team develops goals and

objectives after identifying the priorities. The established TPM policies and targets should

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be very much clear to everyone involved in TPM implementation. TPM master plan was

developed, once the goals were defined. Figure 3.7 represents the TPM policy of Hero

MotoCorp. Ltd.

We at Hero Moto Corp, are committed to achieve excellence in overall

plant effectiveness and customer satisfaction through:

Striving to eliminate losses

Zero Defect
Zero Breakdown
Zero Accident

Continuously upgrading the Knowledge & Skills of

Employees
Preventing health deterioration of our Assets

Figure 3.7: TPM Policy of Hero Motors Corp Ltd.

3.3.6 Design and development of TPM master plan

This is a major step because TPM master plan bridges the gaps between baseline and goals.

Designing a TPM master plan is not an easy task. TPM consultant played a significant role

in planning and finalizing the management plan. A large number of meetings among all

pillar heads and TPM consultant were scheduled for freezing the TPM master plan. Finally,

it was sent for the approval of the operations & supply chain head and plant head of the

selected organization. The TPM master plan means implementation plan for each eight

TPM pillar. The key points of TPM master plan of selected automobile plant are clearly

shown in Figure 3.8.

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Figure 3.8: Design of TPM Master Plan for two wheeler automobile plant

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According to TPM master plan initially, three manager model machines were selected

during November 2008 from the machine shop area. The chosen manager model machines

were:-

Broaching Machine 1- 9201169 (M/c SAP No.)

CNC Lathe Machine 29201192 (M/c SAP No.)

4 Spindle Gun Drilling Machine 3--- 9201176 (M/c SAP No.)

The machines were selected based on the criticality of high breakdown and maintenance

cost. Later on rest, fourteen machines have been chosen from the machine shop in 2009.

The pilot team was trained properly to perform an autonomous maintenance task on the

selected manager model machines. The significance of all eight pillars of TPM master plan

for selected automobile plant are discussed below:-

(i) Jishu Hozen is a Japanese terminology. It is also known as autonomous maintenance.

In this pillar, the production operator takes the ownership of their equipment for the

improvement in performance, maintainability, and health of the equipment. Based on

TPM master plan, it was targeted to cover all 100% equipment by the end of the year

2009. In 2013, the standard check sheets for autonomous inspection were prepared.

(ii) Kobetsu kaizen is a Japanese term and is also known as a focused improvement. It

signifies to enhance the overall effectiveness of equipment, efficiency of the plant

through the elimination of losses and failures. Overall equipment effectiveness is a

significant measure of focused improvement. The numerous losses have been

categorized into six broad categories. According to TPM master plan, the focused

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 improvement team has worked for reduction of six big losses, which are mentioned

below during (2009-2013):-

Equipment failure or breakdown loss

Idling and minor stop loss

Set up and adjustment loss

Reduced speed loss

Defects in process and rework

Reduced yield

(iii)The objective of planned maintenance is to carry out the regular preventive

maintenance, corrective maintenance, and breakdown maintenance to restore the

equipment to working order as soon as possible after failure. The planned maintenance

started operating in the year 2009 in selected automobile plant. As per TPM master

plan, the planned maintenance established the preventive maintenance program,

corrective and predictive maintenance to reduce and eliminate the failure notes, identify

and improve the variations and degradations and simplify the maintainability.

(iv) The objective of Education & Training pillar is to provide training and develop a skilled

workforce to able to execute the TPM practices and methodologies and making

operators familiar with different machines and overall factory environment. The

introductory training was carried in all three levels i.e. top management, middle-level

management, and bottom level workers during the start of 2009. Training evaluation

was done based on the questionnaire sample as shown in Appendix I. Evaluation was

done before and after imparting training to evaluate the effectiveness and judging the

knowledge gap. Based on the response received by an individuals, level of a person

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 was decided. For improving the skills of team members on the production line and

making them an expert on more than one work stations, multi-skilled team members

were developed. 100% pilot team members were covered under Jishu hozen step 4

trainings at the end of 2013.Skill mapping of all employees was done individually,

which was based on the selected evaluation criteria. Also Education and Training pillar

emphasized on developing internal trainers, so that to convert the individual knowledge

into the organizational knowledge bank. Trainers were certified and were

acknowledged with certificate forms as represented in Appendix II. The goal of the

E&T pillar was to create a factory full of experts and multi-skilled operators.

(v) Safety, health, and environment (SHE) is the most important pillar because it ensures

to eliminate the accidents, pollution and create a smooth, safe and pleasant working

environment. 5S activity was initiated initially in a plant in five selected office zone

areas during 2008 year. Later on, it was replicated in various departments,

workstations/shop floors, warehouses, commercial and administrative offices. The

objective framed by SHE pillar was to achieve zero accidents, zero defects, and zero

pollution.

(vi) The purpose of the Quality maintenance is to create a defect free manufacturing

environment. It identifies and eliminates the equipment and process deterioration and

variation to create defect-free equipment and processes. According to the TPM master

plan, the quality maintenance establishes and sustains effective production quality,

maintenance practices and methodologies for the continuous improvement.

(vii) The objective of Development Management is to implement new product and

processes by minimizing the development lead time. TPM master plan was designed to

make it ensure that new machinery, products, and practices reach its optimal
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 performance early then standard leads time by using the experience, data and

information gathered from previous maintenance improvement activities.

(viii)The objective of office TPM pillar is to continuously improve the efficiency and

effectiveness of administrative functions within the organizations. TPM master plan was

designed to reduce the administrative losses such as loss due to excess inventory cost of

communication, and production output lost due to workers/staff grievances and logistics

loss, etc. This was possible with the implementation of 5S practice throughout the plant. 5S

is a housekeeping technique, which helps in reducing all types of administrative and shop

floor non-value added activities.

Hence, TPM implementation in Hero MotoCorp Ltd., initially started with the selection of

manager model machines, implementation of 5S practice in selected zone areas, and

measurement of overall equipment effectiveness with initiation of three pillars:-

Office TPM (5S practice implementation).

Autonomous maintenance

Focused improvement

The remaining subsection will present an autonomous maintenance program for operators.

3.3.7 Design and development of an autonomous maintenance program for

operators

Autonomous maintenance (AM) is an important TPM pillar. The autonomous maintenance

(AM) program was developed for selected three Manager Model Machines in

semi-automated machine cell. AM objective is to train the production operators for

handling the basic tasks of maintenance of their equipment through a specialized training

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program by equipment configuration. This will develop the feel of ownership in their own

equipment.

There are total seven steps in the autonomous program, which are discussed in detail. The

purpose of autonomous maintenance is to teach operators how to maintain their equipment

by performing the following functions:-

Daily checks

Lubrication

Replacement of minor parts

Repairs

Precision checks

The various steps designed for autonomous maintenance may be given as:-

Step I: Cleaning and initial inspection Routine cleaning and inspection schedules were

prepared, which were supposed to be followed by production operators. Elimination of dust

and dirt from the main body of the equipment was the primary activity carried out in step I.

The irregularities were exposed such as minor defects, inaccessible places, and

contamination sources which simplify the equipment.

Step II: Establishing countermeasures for causes and effects of dust and dirt

Cleaning is done for inspection, not for the sake of cleanliness. While doing the cleaning,

the operators identified the defects such as wear and tear in equipment, lose nuts and bolts

due to vibrations, lubrication leakages, dirt or dust in machine parts, etc. The causes of such

defects were found, and countermeasures were taken. The defects can be categorized into

two categories:-

The defects, which could be rectified by the production operators

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 The defects, which could be corrected by the maintenance operators

Each defect or abnormality has been tagged by using a card that is shown in Appendix III.

It allows everyone to see, what was going on all over the plant.

Step III: Establish cleaning and lubricating standards The cleanup, lubrication and

tightening standards was set up, which includes countermeasures for root causes of defects

and dusty parts.

Step IV: Conducting general inspections The training should focus on standards of

inspection, for example, the visual inspection of the main parts, finding and fixing minor

parts, etc. Inspection manuals were designed and followed in training. Figure 3.9 represent

autonomous maintenance training methodology.

Step V: Conduct autonomous inspection Standard check sheets of CLIT (cleaning,

lubrication, inspection and tightening) for autonomous inspection were prepared.

Step VI: Organization and standardization of the work place To improve the cleanliness,

efficiency, product quality and safety through 5S housekeeping technique, standardization,

and visualization of work processes was done by using CLIT standards, shop floor

materials flow standards.

Step VII: Continuous improvements of policies, standards, and equipment The

abnormalities in equipment were identified, and meetings were conducted to improve the

operations and enhance the reliability of the plant.

After completing all the seven steps, TPM was officially kicked-off, which has been

presented in next subsection.

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 Figure 3.9: Autonomous maintenance training methodology

3.3.8 TPM kick-off

After creating a success story on manager model machines and TPM awareness to most of

the employees, TPM Kick-off ceremony was held on 13th April 2009 in Hero MotoCorp

Ltd. It was a formal celebration which symbolizes enthusiasm and commitment among

employees. The kick-off was designed to cultivate an atmosphere that raises morale and

inspires dedication to employees. In TPM kick-off the top management reconfirms their

commitment to implement TPM. Honorable chairperson of the selected plant, head of

operations & supply chain and TPM consultant finally kicked-off the TPM activities in the

presence of all the employees, members from other plants and suppliers. Some

entertainment such as song or dance performance, jokes, etc. and refreshments were also

provided so that all the employees can enjoy the ceremony.

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3.3.9 Common obstacles needed to overcome for successfully implementing
TPM
The various obstacles hindering the organization for achieving successfully implementing

TPM are as follows:-

Lack of involvement and commitment of top management towards successful

implementation of TPM.

The best quality and maintenance practices of other organizations are not

benchmarked.

Inadequate knowledge about the measurement techniques that are used to measure

the effectiveness of TPM indicators.

Lack of clarity during imparting training in the guideline, implementation plan, and

enforcement methods.

Employees resistance to change the mindset of their work culture.

Less number of participation of employees in the decision-making process.

Less number of active participation of employees in continuous improvement

suggestion process.

Lack of implementation of standard operating procedures sheets.

Lack of trust by maintenance department towards production operators capabilities

for performing basic autonomous tasks.

Communication gap between maintenance and production department

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 Inadequate human resource development and management.

Employees are not given reward and promotions on his/her valuable suggestion by

the organizations.

Senior management must improve inter-departmental communication to remove

barriers to effective communication.

Within teams, the workers should have interpersonal skills and teamwork skills.

Top management needs to provide a focus for the environmental health and safety

practices.

All above-stated hindrances were resolved for a successful implementation of TPM. The

next section will highlight the implementation strategy of 5S in Hero MotoCorp Ltd.

3.4 Implementation strategy of 5S

In this work, a supporting structure of 5S implementation in offices areas has been

developed. The implementation strategy of 5S is important since most literature and studies

were mainly concerned with TPM but not 5S technique. It has been identified one of the

research gaps during literature survey, and it outlines detailed framework on 5S within the

TPM environment in selected plant. A lot of 5S activities were allocated into the

framework to achieve the targets.

After the formal launch of TPM kick-off in Hero MotoCorp Ltd, it is mandatory to

introduce the concept of 5S before working on TPM pillars. This is because TPM starts

with 5S only. Hence, the primary objective was to cover the office areas initially. It was

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found that 5S concept was a new for everyone in the organization. Hence training,

workshops, seminars and 5S demonstrations were conducted for all the employees

including top management, middle management, staff, and operators. Initially, in the first

phase, five office zones areas were selected. 5S organization structure was clearly defined

in each zone areas. This study contributes to formulating a roadmap and implementation

steps of 5S strategy for selected zone areas. It has been seen that by applying the 5S

methodology all over the plant has increased quality level, reducing costs, promoting

safety, building healthy customer relations, and reducing repair costs. The next sub-section

will give an overview of 5S in details along with its implementation strategy.

3.4.1 Introduction of 5S

5S is a methodology that has come out of the techniques within total productive

maintenance (TPM) and has been conceptualized from the Toyota production system

(TPS). It is a housekeeping method for creating and maintaining a well-organized, clean,

very efficient and high-quality workplace. It is a simple tool for organizing the workplace

in a clean, efficient, systematic and safe manner to enhance productivity, visual

management and to ensure the introduction of the standardized working environment. 5S

execution is an essential mandatory for implementation of total productive maintenance

(TPM). 5S is a useful tool, which strongly supports the goals of TPM implemented

organization to achieve continuous improvement and higher performance. 5S is a

team- based process and is contributed by all the members of a team, who works in their

own concerned particular zone area, in which the principles of 5S are being applied or

implemented. It is a Japanese management tool that results in a clean, safe and

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 well-organized workplace, elimination of losses connected with failures and breaks,

improvement of the quality and safety of work (Karkoszka and Szewieczek, 2007).

The philosophy of the 5S has borrowed from Japan. 5S is split into five Japanese

words as shown in Figure 3.10 (Harrington, 1991), which may be listed as follows:-

Seri (sort): Seri is a Japanese terminology. It means doing sorting throughout the

workplace. It means to get rid of unwanted items and keep only necessary items. The key

technique involved in the first phase is Red Tagging. Red Tags are used to identify

unnecessary elements that need to be thrown out, recycled, sold out or relocated.

Seiton (set in order): Seiton (set in order) is putting the remaining necessary items in their

place and label them so that anyone can find them or put them away. The key technique

involved in the second phase is Sign boarding. It is a method which uses signs and different

color-coding to indicate where things should be kept.

Seiso (shine): Seiso signifies cleaning everything and keeping it clean daily. It is an action

to clean the workplace daily. The key techniques used in the third phase are cleaning

schedules. The cleaning program consist of details of checks points along with their

cleaning frequency and details of the person responsible for cleaning checkpoints.

Seiketsu (standardize): Seiketsu integrates all first three phases sort, set in order and shine.

It involves creating visual controls and guidelines for keeping the workplace organized,

orderly and clean. The key techniques used in the fourth phase are Visual controls. These

are the devices which inform or indicate a condition at a glance.

Shitsuke (sustain): Shitsuke involves training and discipline to ensure that everyone follows

the 5S standards. The key technique involves in this phase are continuous improvements,

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Reward and recognition, and auditing. It will result in employee satisfaction and

enthusiasm for continuing the 5S efforts.

Figure 3.10: Principles of 5S provided by (Sources: - pressMeonce, 2012)

When the entire S was implemented, the 5S process increases morale, creates a positive

impression on customers and improve the efficiency of the organization.

3.4.2 Cost liabilities for 5S implementation techniques

The implementation of 5S has several cost obligations. Although, the complete 5S system

can be implemented without adding any on-going production cost. However, the amount

required is highly dependent on the current status of the facility available in the plant and

organization. It has been analyzed that an initial investment was made in man-hours,

training, storage units, labeling systems and cleaning products, floor tapes, white boards for

warehouse mapping, etc in offices as well as in shop floor areas. But, the objective was to

quickly recoup by increases in productivity, quality, safety and morale. The purpose was to

get clean and organized work environment with a competitive advantage with a positive

message to both employees and customers. The 5S concept is a simple philosophy and

numerous benefits can be gained through its implementation. It has been seen that

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American companies are forced to compete on a global basis embracing the 5S system

methodology, and it provides companies with an effective tool that cost petite to implement

but has the power to reap large financial rewards in near future.

3.4.3 Guidelines for 5S preparation

The development of 5S implementation was categorized under three steps in selected two

wheeler automobile plant.

Step I:Formation of 5S council

To increase large number of participation from all levels of employees and to develop a

continuous improvement culture, there was a need to formulate 5S councils in the selected

plant.

5S councils were formed, and it consists of the following committees:-

5S Steering Committee:- The committee consisted of below members from the selected

plant:-

(i) Plant Head of Hero MotoCorp Ltd.

(ii) Head of Department as Facilitators

(iii)5S Coordinator

They were responsible for developing the implementation plan and selection of team

members which was based on ability, capability, and expertise. 5S implementation

responsibilities were uniformly distributed throughout the organization.

5S Training committee: The training committee was formed consisting of 5S

coordinator, TPM coordinator and HR section head. They were responsible for

preparing the 5S schedules for all types of training. The preparation of training plans

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 and workshops/seminars were organized based on three categories: - Top management,

Middle management, and bottom management.

5S Promotion committee: The promotion committee consists of all area zone leaders

along with the 5S and TPM Coordinator. Promotion committee organized various

promotional activities in the organization such as 5S week, 5S poster, and slogan

competition, best 5S zone area, etc. To motivate the workforce, the awards, and small

gifts were distributed to the individuals who have participated or won in the

promotional activities.

5S Audit committee: The audit committee was formed within the organization

consisting TPM coordinator, 5S coordinator, and office TPM pillar head. The check

was usually performed quarterly in the selected zone areas. The feedback and audit

summary report were forwarded directly to the appointed TPM consultant of the plant

for further improvements and suggestions.

Steering Committee

5S Coordinator

Training Committee Promotion Audit Committee

committee

Figure 3.11: 5S Council Structure

Step II: Set up 5S zones

Initially, it was decided by the steering committee to implement the 5S technique in office

areas firstly. Hence, the offices were divided into small five manageable zones. The lists of

five selected zones are shown in Table 3.4. Each zone area was assigned with Zone/Team

Leader by their seniority and dedication towards 5S practice. Team members of various
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zones work according to the guidelines of zone or team leader. The role of 5S coordinator

and zone leader was crucial throughout the application of 5S so that 5S activities occur in a

planned manner.

The 5S team organization structure plan of PPC zone area was designed as shown in Figure

3.12. Keeping in view above benchmark, team organization structure plan of remaining

zone areas were also framed.

Table 3.4: Zone areas selected for 5S implementation

S.No. Zone Area Zone Leader

1 Production Planning & Control Logistics section head.
(PPC) office
2 HR office HR division head
3 Dispatch section office area Packing dispatch department
section head
4 Packaging section office area Packing dispatch department
division head
5 Production Office Production division head

Zone leader of PPC

5S Coordinator

Team member Team member Team member Team member

from engine from frame from machine from weld &
section section section paint section

Figure 3.12: 5S organization team structure plan of PPC

Step III: 5S declaration and launch The objective was to declare officially and begin the

promotion program (5S policy and goals) for the purpose of promoting the establishment of

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5S activities. The following activities were covered under this category in Hero MotoCorp

Ltd.:-

a) A formal announcement of 5S policy and goals.

b) The announcement of initially selected five zones areas.

c) The announcement of overall 5S coordinator and respective zone leaders.

3.4.4. Training framework for 5S

As discussed in section 3.4.3, the training program designed for the two wheeler

automobile plant was categorized into three broad categories:-

a) Top management includes Plant head, General Manager and departmental heads.

b) Middle management includes managers, staff, and supervisors.

c) Bottom management includes production operators; maintenance engineer, labors,

security guards, packaging and dispatching section workers, etc.

Employees at all levels of the organization were given adequate training in 5S for the

system to be effective. Following sources and training materials have been distributed and

used as a reference in Hero MotoCorp Ltd. plant

Internet Google searches through World Wide Web using 5S as a keyword.

5S for operators and productivity press shop floor series

5 Pillars of the Visual workplace by Hiroyuki Hirano

In-house created training materials like 5S quote/slogans/flagships

Materials created by TPM consultant

The following books on 5S have been referred for training practices in the plant:-

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 5S Made Easy:- A step-by-step guide to implementing and sustaining your 5S

program.

5 Pillars of the visual workplace

5S for the Office:- Organizing the workplace to eliminate waste

5S pocket guide

Visual workplace, visual thinking

Putting 5S to work

3.4.5 Step by step implementation of 5S in Hero MotoCorp Ltd.

Step I: The complete process was started by taking before pictures of 5S implementation.

All the faults and shortages were photographed and highlighted so that it was easier to

observe the points, which should be taken into notice. All before pictures were displayed

on 5S storyboard in each zone area because anyone viewing the pictures can immediately

see the difference. These pictures were having a significant role in this work so as to

observe the implementation process. The zone leaders were decided for all five zone areas

as mentioned in Table 3.4. Each zone leader was having defined some team members.

Training on 5S was imparted in all zone areas. Team members themselves had a chance to

tell about their requirements and the materials that can be moved away from their desks. A

Red Tag area was defined, and its team was designed consisting one member and a zone

leader from each zone area. During 1S activity, the unwanted items were placed in Red Tag

zone area. Red Tagging is a dynamic and visual way of determining between needed and

unneeded items. As soon as unnecessary items were identified such as a file, old useless

documents, stationary, etc it was marked with a Red Tag represented in (Appendix VI) and

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kept in a Red Tag holding area. Later on, when Red Tag audit takes place, the decision of

Red Tag items takes place either to disposed of or it is returned to the rightful place. It took

approximately 6-7 months to implement 5S in all zone areas. Figure 3.13 shows all the red

tag office items kept in a Red Tag holding area. 1S activity has also been represented as a

flow chart in Figure 3.14.

Figure 3.13: Red tag items of office

Take before
pictures

Defining Red Tag

area and Red Tag
team

Start 1S

Necessary Items Unnecessary items

Kept in office Placed in red tag

zone area holding area
Figure 3.14: Flow chart of 1S Activity

The various sorting process done in different offices has been shown in Figure 3.15.
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 36

Figure 3.15: Sorting is done in offices.

During implementation, the first one month was used for the preparation of mindset of the

employees for the upcoming changes. It is hard to involve everyone in the 5S processes;

especially many of the employees have expressed doubt towards the 5S success of the final

results. Another problem that appeared was an extension of the deadlines, which were

settled initially for the implementation processes. The reason for this extension was due to

the lack of time, which was analyzed because of nature of work of the employees that

makes it difficult to schedule the workday in advance. Hence, it was difficult to meet the

planned and targeted deadlines of the 5S. The second step for achievement of order and

orderliness is discussed in next subsection.

Step II: After completion of 1S, only necessary and required items were left in offices. Next

step was to do sign boarding on all necessary items. It is a method for clearly indicating

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how many (quantity), what (item names) and where (location) is to keep all necessary

office items for visualization and proper sorting. Such as the entire box files were labeled

properly by color codification. All stationary items were arranged systematically. A

Thermo cool sheet of white or gray color was usually preferred for the placement of

stationary items during 2S. The sheet was properly cut according to the shape and size of

stationery items for creating a space and its placement. The purpose was to define the place

for every small stationery item in each desk or office of different departments. Figure 3.16

and 3.17 represents the systemically arrangement of stationery items and box files.

PLACE FOR EVERYTHING & EVERYTHING IN ITS PLACE

Figure 3.16: Stationery items and Box files placement during 2S

Sign boarding is a powerful technique, which comes under the second phase of 2S. It was a

tedious and time-consuming task. Once the sorting process is over in all selected zone

areas, firstly all the remaining useful files and documents/forms in offices were properly

labeled inside and outside containing information such as name of the file, file number, list

of contents, page number, etc. Different color of ribbons and fluorescent sheets were used

especially on Box files for the proper alignment in each shelf in all selected zone areas.

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Secondly, the shelves and cabinets of the workplace were organized systematically in their

specified places and were clearly labeled with the appropriate letter and number.

Proper Placement of daily usage stationery

Figure 3.17: Placement of stationery items during 2S

The height and size limits were set to restrict the size of storage space and shelves. The

minimum and maximum office related stock quantities were indicated clearly by using

color coding. Thirdly, all electric switchboards in all offices were also labeled. The

objective of doing this task was to reduce the retrieval time, removal of obsolete and

unnecessary records and to create a neat, visible and clean working environment. Labeling

system and storage of files and other office items are also shown in Figures (3.18-3.21).

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 Labeling System

Figure 3.18: Sign boarding Technique in office files

Figure 3.19: Systematic placement of items on desk during 2S

Figure 3.20: Sign boarding Technique on files and switch board during 5S

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 Figure 3.21: Systematic placements of different office forms in HR office.

Step III: To initiate Shine and Sweep in offices, the 3S will not only thoroughly clean the

workplace but also act as a continuous checking process. Figure 3.22 shows the cleaning

schedule of offices which were designed under the guidelines of 5S and TPM coordinator.

The offices were divided into specific areas using the 5S cleaning schedule sheet and duties

were assigned from the senior manager to downwards. The cleaning activity was

considered as a daily habit, and it took only 5 minutes at the start of every morning or each

shift. CLEANING SCHEDULE

SL CLEAN SCHEDULE
WHO WHAT HOW STANDARD
. TIME SHIFT DAY WEEKLY MONTHLY OTHER

1 Office staff Desks BRUSH & WIPE CLEAR & CLEAN 60 MINS

2 Office staff Windows BRUSH & WIPE CLEAR & CLEAN 60 MINS

3 Office staff Copier BRUSH & WIPE CLEAR & CLEAN 60 MINS

4 Office staff Copier BRUSH & WIPE CLEAR & CLEAN 60 MINS

5 Office staff Table Drawer BRUSH & WIPE CLEAR & CLEAN 60 MINS

6 Office staff Floor BRUSH & WIPE CLEAR & CLEAN 60 MINS

9 \

10

11

12

13

14

Figure 3.22:- 3S Cleaning Schedule

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Step IV: To standardize the system, standard operating procedures sheets (SOPS) as

represented in Appendix IV, uniform standards for labeling, color codes, indicator lines,

etc. were established in offices. The purpose was to create visual controls and a visually

managed workplace which results in a reduction of variability and increase predictability.

These sheets were put up in every zone area, and members were encouraged to come up

with new ways to update the procedure sheets. If some discrepancy was found between

some actual work carried out and as described in standard operating procedure sheet, then

training was provided to the concerned individual.

Step V: To sustain all the improvements made so far in offices zone areas, the reward and

recognition scheme was promoted by TPM coordinator to encourage the implementation of

improvement suggestion scheme. There were many ways to promote the 5S activities in the

workplace. The 5S seminars were organized for the entire workforce; 5S books were

circulated to all the pillar heads, the competition for the bottom line workers was also

organized on a small scale for designing the best 5S poster and 5S slogan to promote the 5S

activities in the organization. The awards were distributed related with 5S area of the month

award, improvement suggestion of the month award, employee of the month award, best 5S

slogan, and poster award, etc. This keeps the workforce motivated and enthusiastic by

promoting continuous training, education programs and promotional activities. The

constant audit of all five zone offices areas was done quarterly by TPM coordinator and

TPM consultant. The standard 5S audit form is shown in Appendix V. The detailed flow

chart of 5S implementation has been shown in Figure 3.23.

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 No
Sorting-Is Move to
items Red Tag
needed? Area

Yes

Move to second phase

Red Tag Audit takes
(2S):- Set locations and
place and decision
limits
will be taken

Move to third phase (3S):-

Shine and sweep

Move to fourth phase

(4S):- Standardization

Move to fifth phase

(5S):- Sustain

Figure 3.23: Flow chart of 5S implementation

The implementation of 5S in selected five zone areas was successful which resulted in the

extension of 5S to other regions of the plant such as paint and weld area, machining shop

floor area, tool maintenance room set, etc.

3.4.6 Problems faced during 5S Implementation phase

It is a very challenging task to introduce newly defined 5S technique. 5S concept was new

for all employees of Hero MotoCorp Ltd. In spite of giving training, lots of obstacles came

on the way during implementation, which may be presented as follows:-

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(i) The first phase of 5S was usually more challenging as resistance was shown by

people/employee related to change the way of doing work in any way they are supposed to

do.

(ii) The second important problem was to make them convince to keep only those things

that are needed on the desks and in their drawers. It is generally perceived as an attack on

personal space of the people involved.

(iii) It has been found that initially lack of support from the top management has been

identified as a crucial and critical parameter on the path of success. It has been observed

that involvement and attention of senior management should be substantially high when 5S

was implemented so that they can show the high level of awareness and belief in the 5S

methodology. The major role and responsibility of the top management were to show

genuine commitment to convince everybody in the organization primarily bottom line staff

and supervisors that the implementation of 5S is the right path for all top or junior levels. It

was observed that lack of management support and physically involvement was a barrier in

the implementation process but later on after getting positive outcomes, the mindset started

changing.

(iv) It was also noticed that poor communication was one of the most common obstacles. It

was felt that many discussions related with 5S systems in the organization have evolved in

an uncontrolled manner. The suggestions, views, and ideas given by the bottom level

operators were usually ignored and unacknowledged. Due to which organization

experienced the problem of unmotivated employees.

(v)It has been observed that initially, the selected organization failed to notice the essential

element of reward and recognition. But later on slowly as the time flies, the organization

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starts believing in giving reward and recognition to the persons who were actively

contributing to the 5S activities.

(vi) It was well explained by (Liker and Hoseus, 2008) the importance to have a long-term

thinking towards the final goals even if the results were bad in the beginning. The results of

the implementation of 5S were not visible during first six months, but one should

understand that it is a long-term process. It was difficult for all the employees to keep

patience while implementing 5S, as one must have to focus on long-term benefits rather

than short-term benefits.

(vii) The successful implementation of 5S in offices lies in the fact that the team spirit

should be high otherwise the lack of motivation of the employees and managers will prove

to be a barrier during the process.

The benefits achieved after 5S implementation are presented in the next subsection.

3.4.7 Benefits achieved after 5S implementation

It is a universal fact that 5S technique brings lots of benefits to the organization. Results

can be seen in various zone areas where 5S was being implemented such as in offices,

assembly lines, shop floor, in working environment and the most important change felt was

among human beings. The people feel highly motivated with positive energy and

enthusiasm while working in defect free, clean and pleasant working environment. The

subjective benefits achieved in Hero MotoCorp Ltd. may be categorized into three

categories concerning productivity, quality and cost, which may be presented as follows:-

(i)Increase in productivity

It was identified that the amount of time was reduced in searching documents/files due to a

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reduction in some files and paper. It results in a reduction of lead time and hence improves

productivity.

(ii)Increases in Quality

While implementing 5S technique, the quality has been improved by reducing a number of

errors/defects. Also by applying and following standard operating procedure sheets

displayed on all workstation, leads to increasing in output consistency and enhanced the

motivation level of all employees.

(iii)Reduction in cost

Due to the clear cut guideline for document retention, there was a cost saving by reducing

inventory, storage fees, and space requirements.

The data related impact of 5S on various parameters has been collected through fieldwork

with the help of personnel interviews, casual meetings, verbal interactions and general

observations in the plant, which may be summed up in as shown in Figures (3.24- 3.27).

The selected interview questions related with 5S were asked during 5S implementation data

collection which is shown in Appendix IX.

Figure 3.24: Impact of 5S on communication

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According to (Khamis et al.,2009) the most significant barrier to implementing 5S system

are a lack of communication, training, and top management support. The organization can

maintain and sustain healthy human relationships with effective communication by

encouraging the employees innovative ideas or suggestions (Neilson, Martin and Powers,

2008). It has been seen from the Figure 3.24, that 33% of the employees of the selected

plant felt that there was a significant improvement in communication due to the

implementation of 5S concept. 22% of employees rated that communication has not been

improved at all, and 45% of the majority observed that communication may or may not be

taken as a crucial parameter during the implementation of 5S.

Figure 3.25: Impact of 5S on morale of employees

The motivation of employees plays a significant factor in the success or failure of any

organization (Borris, 2006). If an employee is not motivated, the services, profits, morale

and productivity suffers a lot. 30% of the workforce of the selected automobile plant felt

that there was a significant improvement in morale because of implementation of 5S. 45%

of the majority concluded that motivation had been relatively improved just because of the

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implementation of 5S technique, and 25% were in favor that motivation of the workforce

does not improve by implementing the 5S.

Figure 3.26: Impact of 5S on teamwork of employees

Teamwork promotes the sense of ownership among the employees. 5S concept brings the

entire workforce to work in teams for its successful implementation. The workers feel

highly motivated to work in teams rather than an individual task. It has been observed that

42% of the employees of the selected organization feels that there was an improvement in

teamwork just because of implementation of 5S. 38% of the workforce concluded that

directly or indirectly the 5S plays a crucial role in the development of teamwork, and only

20% of people felt that there was no improvement in the teamwork with the implementation

of 5S.

Figure 3.27: Impact of 5S on safety incidents

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There is a significant impact of 5S on safety parameter of the organization. In a selected

automobile plant, the working environment was well organized, and all the items and tool

accessories were placed in a well defined and systematic manner. Hence, it helped in

creating safe, clean, neat and accidents free workplace. Based on data collection, it has been

observed that 36% of people felt that there was a reduction of a number of accidents and

injuries after the successful implementation of 5S. 30% of employees concluded that there

was no impact of 5S on safety related issues and 34% workforce noticed that safety

parameter have a noticeable effect on 5S.

3.5 Discussion on the framework of TPM activities developed

In this work a framework on 5S implementation for Total productive maintenance in a

flexible manufacturing environment (FME) has been developed. The framework is

important since the majority of the literature and studies on TPM were mainly concerned

with TPM Pillars, maintainability, and productivity, but 5S technique was ignored during

the implementation of TPM. Therefore, the present work has elaborated the implementation

steps involved in 5S.

The most challenging and arduous variable to control is human issues. Hence, the

framework developed has also identified and stated fourteen broad areas of human issues. It

elaborates the importance and visualizes the subgroup differences among top management

and bottom management of all human elements for the successful implementation of TPM.

A lot of TPM activities were allocated into the framework to achieve the productivity,

quality, cost, delivery, safety and motivation (PQCDSM) targets such as measurements of

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OEE, losses/failures, reduction in defects and rework, reduction in accidents, increase in

small improvements activities such as kaizens, one point lesson(OPL), etc.

3.6 Summary of the chapter

The chapter has explained the detailed implementation plan for total productive

maintenance in Hero MotoCorp Ltd. It includes the design and development of a TPM

master plan, TPM promotion organization structure, autonomous program for operators and

discussion of barriers to overcome the successful implementation of TPM. Autonomous

maintenance is very important, and it is considered as the backbone of TPM. The

preparedness steps were taken before going to 5S implementation in selected zone areas,

and detailed implementation plan for 5S was discussed in a detailed manner. The obstacles

observed or noticed during the implementation of 5S were also examined. The benefits

achieved after 5S implementations have been shown graphically so that the impact on

various parameters may be evident.

The next chapter deals with the visualization of the subgroup differences and significance

of various human-related elements that come across during the successful implementation

of TPM.

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