What is Jishu-Hozen ？
Keep their equipment by yourself！
・Become operator who can understand equpment !
Break away from “I am operator and You are maintenance man”
Significance of “Jishu-Hozen”
“Jishu-Hozen“ means activities of the operator that uses maintenance to personally conduct maintenance activities, including cleaning, oiling,retightening, and inspection, thereby raising production efficiency to its limit. Such activities will prevent forced deterioration of equipment.
Thus,“Jishu-Hozen” represents activities to thoroughly eliminate failures, minor stoppages, defects, and other losses to restore equipment to their desirable forms, maintain them, and improve them, and at the same time to develop “personnel that are skillful at equipment operations and improvement.“
“Jishu-Hozen” is the operators work itself. it is carried out under the step method through small group activities closely unified with the managerial structure. it represents a major characteristic of TPM
PM is designed to pursue production system efficiency to its limit through “corporate structural improvement based on the constitutional
improvement of personnel and facilities,” and “Jishu-Hozen“ itself signifies the onstitutional improvement of personnel and facilities. This entails the changing of workers’ ways of thinking and behaviors,
To attain this, first replace the concept of the division of labor between operation and maintenance, represented by the view that “l am an operator, and you,maintenance man, fix “it” with the thinking of “protecting one‘s equipment by oneself.“
To translate this thought into action, the development of personnel that are skillful at equipment operations and improvement is pushed for, to foster personnel who are versed in the structure and function of facilities; who have acquired maintenance skill to apply improvement.
For the structural reform of personnel, it is highly effective to bring about the structural improvement of equipment currently being used. in “Jishu-Hozen“, as the first step to “protect one’s equipment by oneself,” work should be started with improvement of basic conditions of the equipment being used (cleaning, oiling, and retightening). Then, based on the step
method, structural improvement of quipment should be effected so that
the equipment will be the form as it should be. As a result, overall equipment efficiency will improve greatly, and the operator personally experiences the effect of “Jishu-Hozen”, so that his “structure” will be changed so as to protect his own equipment by himself. Thus, in “Jishu-Hozen”, the constitutional improvement of personnel and equipment proceed simultaneously.
Also, “Jishu-Hozen” is a self-management activity by small work-site groups. Keys to the activation of small groups are said to be “morale,skills, and places for actions.” The prerequisite is creation of the “places for actions,“ and introducing only “Jishu-Hozen” would prove ineffective.
it should be promoted as one of the five pillars (or eight pillars) of TPM development of the entire company/establishment.
Conservation activities of manufacturing departments
１．Activities to prevent degradation
① Correct operation
② Cleaning, Refueling, Retightening
④ prediction of abnormal
⑤ Recording Data of conservation
２．Activities to measure the degradation(By five senses)
３．Activities to recover the degradation
①Easy replacement of parts, emergency response in the event of failure
②Quick communication for failure
Conservation activities of maintenance department
１．High Conservation activities
①Focused on the areas that require high technology
Periodic maintenance, predictive maintenance, corrective maintenance
２．Support for Conservation activities of manufacturing section
① Education equipment function
② education bolts and nuts
③ Education of lubricating oil
④ skills education inspection
⑤ One Point Lesson
Step method for the development of “Jishu-Hozen”
1st step: lnitial cleaning (cleaning/inspection)
While thoroughly eliminating dust, dirt, etc, from inside the cover and cleaning every corner of the equipment, detect and correct equipment nonconformity/latent defects for restoration, oil, and retighten, through cleaning, and thereby prevent forced deterioration.
2nd step: Countermeasures for contamination sources and hard-to-access areas
Detect sources of dust and stains, prevent scattering of dust, and improve hard-to-access areas for cleaning, oiling, retightening, or
inspection, and shorten time for these activities.
3rd step: Preparation of the tentative standards for “Jishu-Hozen”
Prepare action standards to be observed by oneself, so that cleaning,oiling, retightening, and inspection can be surely performed in a short period of time.
4th step: general inspection
To improve equipment efficiency to the limit, understand the structure, functions, and principles, and how the equipment should
be; inspect the main mechanism and parts that constitute the equipment with the eyes of an “operator skillful at equipment operations and improvement” without exception; detect latent
defects; and restore or improve the equipment to desired conditions.
5th step: Autonomous inspection
Review the tentative autonomous standards and general inspection standards, prepare “Jishu-Hozen” standards that provide for the efficient of inspection and prevention of inspection errors, and maintain the equipment in its desirable conditions.
6th step: Standardization
The items to be controlled at work sites include raw materials/products, dies/jigs/tools, measuring instruments,cleaning/inspection outfit, and transport equipment, in addition to facilities. They also include written work standards and records.
Review and standardize them, and strive for zero losses.
7th step: Through implementation of self-management
With self-confidence, based on past results obtained by changing
Step １：Initial-phase cleaning
The 1st-step activity of “Jishu-Hozen”. It aims to totally eliminate accumulated dust and stains by thoroughly cleaning all parts of equipment;
to find latent detects of the equipment, such as contamination sources,hard-to-clean areas, and nonconformities that may cause failures/detects or accidents through cleaning activities; and to take corrective steps about the problems which they think they can fix. Discovered nonconformities and their contamination sources are highlighted by attaching ‘efu’ (tags) to them.
Cleaned portions naturally get dirty again as a result of production activities, and it is also an important activity to measure the time until they become dirty and how dirty they are, and to study steps to prevent the occurrence at stains.
2 :Efu / Tag
A tag, equivalent in size to the one affixed to baggage, is attached to nonconformity detected for marking. These tags are classified into white efu and red efu. White efu is attached to the location at nonconformity that can be rectiﬁed by operators in “Jishu-Hozen“, while red efu is attached when maintenance workers must be called in for fixing. On the front at efu,
the date of nonconformity detection, the finder, and the content of nonconformity should be entered, with an illustration of the nonconformity added.
On the back of the tag, the content of the required improvement should be entered.
After an improvement step is completed, the tag should be withdrawn, and the results of the step should be additionally recorded.
Unremoved efu indicates that no corrective measures have been taken as yet, so the tags serve the purposes of reminding people of the nonconformity and checking the remaining number of nonconformities to be addressed.
Step2：Countermeasures for the source of problems
Activities in the 2nd step of “Jishu-Hozen”. They consist at work to improve sources of dust and stain detected in the 1st step; to prevent dust,stain and dispersion and clean the places; and to improve locations where oiling is difficult, so as to reduce time for cleaning or oiling and enhance equipment maintainability‘ Where cleaning is difficult, improvement may be made at cleaning tools and/or methods at cleaning.
Also,lone can measure the cleaning time required to realize the state of cleanliness where a malfunction can be detected while
operating the equipment, so as to reduce such a cleaning time.
The target “maintenance cleaning time”
should be five minutes per day, per operator and two hours per month, per operator; one should repeat improvements until these targets are attained,This is a step where brain rather than money should play a role.
Step３： Establishment of tentative standards for “Jishu-Hozen”
Establishment of tentative standards for “Jishu-I-lozen”
The 3rd-step activities of “Jishu-Hozen”. Members should work out provisional cleaning standards to maintain the 1st-step level for approved cleaning and the 2nd-step level for machine conditions that have dealt with contamination sources/hard-to-access areas; to clean and inspect daily or regularly; to repeat improvement; and to ensure prevention at equipment degradation. it is also necessary to review oil supply and lubrication conditions, to detect and rectify nonconformities and hard-to-oil and-inspect spots, and to prepare provisional oiling standards, thereby seeking the improvement of equipment reliability and maintainability and completing standards that can be easily kept
Step 4： General[Overall] inspection
Activities to be implemented as the 4th step in “Jishu-Hozen”, designed to “foster operators really skillful in equipment operations improvement.”
Operators should study and understand the structure, functions, and principles of equipment, as well as its desirable conditions; inspect principal mechanisms/parts that compose the equipment, thoroughly and without omission, from the eyes of skillful operators; reveal potential defects; and restore original conditions.
The operators should be trained regarding such items as machine elements, lubrication, pneumatic pressure, hydraulic pressure, electricity, driving mechanism, equipment safety, and processing conditions; they should conduct inspection regarding these items, and learn skills to find nonconformity. Also, while inspection standards are prepared to ensure conformance, equipment should be improved for easier inspection, and ideas for visual control should be embodied.
Step 5： Autonomous inspection
Activities to be conducted as the 5th step for “Jishu-Hozen“. Based on the experience in the 1st to 4th steps, circle members should review the
present written standards on cleaning, oiling, and general inspection from
the viewpoints of:
 zero failures/detects,
 inspection efficiency improvement,
 inspection work load balance, and
 visual control.
Operators should also clarity the work-task sharing with the maintenance
department for each equipment, upgrade the standards with inspection efficiency improvement and error-free inspection to be completed as
autonomous inspection standards.
Also, they should further study equipment operation and relations between quality and equipment, thereby developing capability oi right operation and early detection of abnormalities.
The 6th step of “Jishu-Hozen”. While steps to 5 involve activities that focus on improvement and inspection of basic equipment conditions, the 6th step aims at ensuring that these steps are taken as a matter of course for control purposes, that the role of operators will be extended over and beyond equipment operation to include that of reducing losses aggressively and that “jishu-Hozen” will take place to the fullest extent.
Specifically, this step involves overall review and systematization at various maintenance and control device such as physical distribution standards, data records, standards die/jigs/fixtures, standards and the like
Step 7:Thorough implementation of autonomous
Activities at the final seven-step stage at “Jishu-Hozen”. Here, all the activities performed this far are boiled down, and improvement is repeated through small group autonomous management activities.
Although the word “autonomous” is used, the small-group activities are basically tied to the company policy and targets, so that whatever these small groups may establish as circle targets, whatever they may take up as improvement themes,
and whatever autonomous activities they may continue to attain more efficient
production — in other words, all such activities operational for upkeep and/or
improvement — should become part of the company operations.
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