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Equipment Reliability is critical to the TOYOTA Production System. There are four critical factors to consider when addressing manufacturing equipment. 1. Up-time. If every process can obtain the necessary parts at the required time-just in time- and in the proper quantities, there will be no need to maintain stocks of extra materials or parts. However, what are the appropriate counter measures if equipment breaks down and the operational rate is lowered, with an accompanying decline in production, or if defects in quality occur frequently? Maintenance is important for preventing machine and equipment breakdown and for preventing their recurrence. The Toyota Production System places importance on “improvement of maintenance” and stresses training for such improvement. Maintenance and repair are not synonymous. We need to focus on eliminating all root causes of equipment problems. The prevention of equipment problems is more valuable than the ability to repair them. The documentation of this activity is also critical for continuous improvement and continuous learning. 2. Changeover. The changeover capability of equipment is important for continued flexibility, production smoothing and capital savings. The ability to changeover and set-up equipment quickly and accurately will go a long way in eliminating the wastes of waiting, overproduction and inventory. By maximizing the time equipment can be utilized making quality parts, we minimize the need for additional equipment. (World class injection molding change-overs take less than 180 seconds.) 3. Quality. Molding machines, robots and other equipment requiring set-up need to have standard settings that can be executed by the operator and documented. Standardize all settings so that the equipment can produce a good part the first time. We must stop “adjusting” things. Improvement efforts can determine that a new setting is in order. This new standard must then be documented and implemented. These standards are critical for consistent quality production from our manufacturing equipment. 4. Procurement. When purchasing new equipment, we must consider buying the minimum capable of meeting our requirements. Reliability and ease of maintenance should be considered before features. Bells and whistles can often be added later if the need arises. We want to avoid buying features “just in case." We must consider up-time, utilization and quality factors when making equipment choices.

After 10 short years of Toyota Ownership the “Idling of a Beyond World Class Manufacturing Plant” Raymond Industrial Equipment in Brantford ON Canada (1965 – 2010) ended with ~225 workers losing their jobs. In 2000, Toyota Industries Corporation (TIC) made a significant move by offering to acquire BT Industries AB, a leading Swedish manufacturer of material handling equipment. This strategic decision marked the start of a transformative 10-year journey that reshaped the global industrial equipment landscape. 2000: TIC extended a public offer to purchase BT Industries AB, setting the stage for the emergence of the world's foremost industrial equipment manufacturer. 2001-2010: Over the next decade, Toyota and BT Industries' combined operations led to the creation of the #1 Global Industrial Equipment Manufacturer. During this period, knowledge flowed from the Toyota Production System (TPS), with extensive TPS Kaizen teaching and mentoring. 2010: A significant turning point occurred when the "Idling of a Beyond World Class Manufacturing Plant" took place at Raymond Industrial Equipment in Brantford, ON, Canada, resulting in job losses. Throughout this transformative decade, Toyota and BT Industries harnessed their strengths, achieving unparalleled market presence and industry leadership. The collaboration centered on continuous improvement, innovation, and excellence in manufacturing and service.   To commence this journey, Toyoda Automatic Loom works, Ltd., a subsidiary of Toyota Industries Corporation, announced its intent to acquire BT Industries AB, a renowned Swedish material handling equipment manufacturer. The goal was to establish a leading full-line producer of material handling equipment.   The acquisition aimed to combine Toyota and BT Raymond's complementary product lines and customer bases, realizing greater efficiencies and enhanced service levels.   BT Industries, a leading supplier of material handling equipment and solutions, specialized in Class II (electric narrow aisle) and Class III (electric walkie/riders) lift equipment, operating globally in 60 countries.   In 1999, BT Industries reported net sales of SEK 9.759 billion ($1.19 billion) and net income of SEK 431 million ($50.2 million). A significant portion of the company's gross income came from after-sales service parts and rentals.   Toyota, a globally recognized brand in material handling equipment, offered a wide range of products, including Class I (electric rider trucks), Class IV (internal combustion cushion tire forklifts), and Class V (internal combustion pneumatic tire forklifts).   James J. Malvaso, President and CEO of BT Raymond, Inc., acknowledged Raymond's dominant position in the marketplace, attributing it to exceptional people, products, factories, and distribution. Toyota's strategic acquisition of BT was viewed as essential for leveraging capabilities and sustaining growth in the North American market.

#Knowledgeable articles in Manufacturing excellence. What are the 16 Major Losses in #3TPM? All Losses are divided into three groups: Availability Losses, Performance Losses, and Resource Consumption Losses. #AvailabilityLosses 1. Breakdown loss-Breakdown or failure loss occurs when a machine fails and is unable to be operated, runs at a lower-than-normal rate, runs with occasional stoppages, needs a part replacement or needs repairs. 2. Planned maintenance loss - When equipment is shut down for a planned inspection or maintenance. 3. Setup & adjustment loss-This loss relates to changeovers, either between tools or the production of different articles. 4. Cutting blade change loss-The time it takes to replace a worn-out, broken, or ineffective cutting tool. 5. Startup loss -Similar to adjustment loss, startup loss occurs when bringing a piece of equipment into an optimal operating state after a shutdown. 6. Minor stoppage loss - Minor stoppages can last from only a few seconds to several minutes. This loss is persistent and regular, and oftentimes difficult to detect. 7. Speed loss- Speed loss expresses the lost time that’s incurred due to a machine running slower than its standard speed. 8. Defect and rework - When a machine is producing articles of sub-optimal quality that require time to be fixed, defect and rework loss occurs. #PerformanceLosses This group of losses is expressed in both time and money, and primarily relates to losses that are related to the human workforce. 9. Management loss - production stop due to insufficient spare parts, operators, or tools. 10. Operating motion loss - unnecessary/excessive operator movement and transportation, as a result of poor shop floor layout and work organisation.  11. Line organization loss - shortage of operators on the line and operators having to work on more equipment than was originally planned or unbalanced, causing certain operators to be idle. 12. Distribution / Logistics loss -This loss applies to everything related to the delivery of products to a factory (e.g. raw materials). 13. Measurement & Adjustment loss - If the quality of products is consistently sub-optimal and the root cause can’t be found, the consequence is often an excessive number of adjustments to machine settings (so as to keep product quality consistent). This constant inspecting and adjusting can lead to a significant waste of time. #ResourceConsumptionLosses Resource consumption losses—expressed in money—occur when energy, materials, or parts are used in an ineffective manner. 14. Yield loss- Yield loss expresses the loss that occurs when a part of the total production output has to be discarded because of defects. 15. Energy loss- Energy loss encompasses waste due to the direct material loss of energy and its inefficient use. 16. Die & tool loss - The last of the 16 Major Losses in TPM applies to the cost of the items needed for jig and die repairs, tool replacements, machine restorations #Opex #Consulting

Overall Equipment Effectiveness (OEE) is a measure of how well a manufacturing operation is utilized compared to its full potential. It is calculated by multiplying three factors: Availability, Performance, and Quality. OEE Calculation: {OEE} = {Availability} *{Performance} * {Quality} Availability is the ratio of actual operating time to planned production time. Performance is the ratio of actual production rate to the maximum possible production rate. Quality is the ratio of good units produced to the total units produced. The Six Big Losses:These are the most common causes of inefficiencies in manufacturing and are divided into three categories: downtime, speed losses, and quality losses. 1. Equipment Failure (Availability Loss)This includes unplanned downtime due to breakdowns and mechanical failures.Example: A packaging machine stops working due to a conveyor belt breakdown, resulting in 3 hours of lost production time. 2. Setup and Adjustments (Availability Loss)Time lost during machine setup, changeovers, and adjustments.Example: Changing a mold in an injection molding machine takes 1 hour, reducing the available production time. 3. Idling and Minor Stops (Performance Loss)Short, frequent stops that cause delays in production.Example: A filling machine stops for a few minutes multiple times a day because of jams in the feeding system, resulting in an hour of lost time. 4. Reduced Speed (Performance Loss)When equipment runs slower than the optimal speed.Example: A labeling machine operates at 80% of its maximum speed due to wear and tear on the components, leading to a lower production rate. 5. Process Defects (Quality Loss)Time spent producing defective products that require rework or scrap.Example: 5% of the bottles filled by a bottling machine are incorrectly filled and need to be discarded, resulting in material and time wastage. 6. Reduced Yield (Quality Loss)Losses that occur from startup to stable production.Example: The first 30 minutes of production after a machine starts are used to produce products that don’t meet quality standards and must be discarded. Example Calculation:Let's say a company operates 8 hours per day, and in one particular day they face the following: Equipment Failure: 1 hour Setup and Adjustments: 30 minutes Idling and Minor Stops: 30 minutes Reduced Speed: The machine runs at 90% of its designed speed Process Defects: 5% of produced items are defective Reduced Yield: 30 minutes of initial production is defective

📦 Exciting news! We just released our latest blog titled "Improving Packaging Efficiency with Automated Packaging Equipment." Learn how Miller Weldmaster Packing Systems can streamline your packaging process and increase productivity. Check out the blog here: https://bit.ly/3Rl0Lo0 #PackagingEfficiency #Weldmaster

Are you still using manual and hand deburring in your manufacturing operations? If so, you're not alone. In 2011, we conducted a client survey of over 1500 manufacturers across various industries, and the results were eye-opening. 30% of the companies we surveyed had to tweak their machines after the initial setup, leading to significant downtime of up to 30 minutes to change to a different part. Even switching from one part to another took an employee up to 10 minutes of machine downtime. Plus, an additional 10 minutes of machine downtime was required for tweaking after the initial setup. It's no wonder that labor-dependent manufacturers have machines working only 60-70% of an 8-hour shift. The cost of hand deburring is also significantly higher. A top hand deburring specialist can only do one part in the time it takes our JE Deburring machine to do 18 of the same part. That's an incredible difference in productivity that can't be ignored. But, there's a solution for manufacturers that suffering from labor challenges- upgrade to a JE Deburring System. Our advanced technology offers unmatched benefits and can increase your production and output. With an ROI within 12 to 18 months, it's a smart investment for any manufacturing operation. Don't let hand deburring hold you back any longer. Upgrade to a JE Deburring System and experience the benefits for yourself. Sales@James-Engineering.com

For assembly line managers and executives, the pursuit of enhanced production efficiency is an ongoing endeavor. This quest involves seeking cost-effective methods to boost speed while minimizing product losses. In the manufacturing realm, particularly with products secured by threaded fasteners, ample opportunity exists to optimize fastening systems for improved performance. Read the full article to learn more about enhancing production efficiency with the right fastening system here: https://hubs.la/Q02HR-kH0 #Production #Efficiency #Manufacturing #TorqueTools #Calibration #Technology

📦 Exciting news! We just released our latest blog titled "Improving Packaging Efficiency with Automated Packaging Equipment." Learn how Miller Weldmaster Packing Systems can streamline your packaging process and increase productivity. Check out the blog here: https://bit.ly/3Rl0L7u #PackagingEfficiency #Weldmaster

7 Tips for 0 Defects on Your Equipment... In our latest blog post we have manufacturing expert Thomas Hughes talking about his experiences and tips on achieving zero defects on your manufacturing equipment. This blog focuses on improving one key metric to reduce unplanned downtime. Minor Stops, a key driver of Mean Time Between Failures (MTBF) and why this is a critical part of unplanned downtime. Follow the link to give it a read now! #ManufacturingBlog #7Tips #ManufacturingIndustry #UnplannedDowntime

Some wise words from an industry expert!