AM Step 0 Pillar and

Team Activity Board CBA

AUTONOMOUS MAINTENANCE PILLAR

ACTIVITY BOARDS STANDARD
Statement of the Activity Boards Standard:
IWS sites implementing Autonomous Maintenance are required to have Activity Boards for both
individual AM Teams and the AM Pillar Committee.

Intent of the Activity Board Standard:

At a glance, the entire organization can understand the progress done by any team as well as
identify the major problems they are facing.
The AM Pillar Committee Activity Board shows the progress of implementation throughout the
site.

Behavioral Objectives:
AM is an "at-the-source" approach to work, and thus most communication, progress reviews, and
problem solving should take place in the production areas. Activity Boards are a tool to facilitate this
work. They should be more than a mere bulletin board to post nice information, but as the name implies,
they should be "active". All employees should participate in the use of activity boards as the means to
manage their work and communicate with the rest of the organization.

Deliverable Products:
Each individual AM Team has an activity board next to its working area.
The AM Pillar Committee has an activity board placed in a highly visible area for the organization.

Standard Operating Procedure:

There is no Standard Operating Procedure for this standard but two CBA's have been provided:
AM Pillar Committee Activity Board CBA and AM Teams Activity Board CBA.

Limitations:
Activity Boards are a tool used for any IWS activity. Their usage for AM activities need to be in
alignment with the strategy fixed for the entire site.

Why and where this standard is needed and useful:

This standard helps organizations to display all information in a very visual manner.

Key Resources:
· Integrated Internal Consultants
· Site IWS Managers
· Pillar Owners

Owner:
Global AM Network Team

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The Autonomous Maintenance Pillar Activity Board needs to show the way activities are taking
place at the site as well as a tool to communicate to the entire organization.
Thus, this activity board needs to fulfill three intents for the Pillar Committee:
 be the tool to run the review process
 be a tool to enhance the knowledge about this pillar
 be a tool to reward the work done by the individual AM Teams

ACTIVITY BOARD CONTENT

The board can be divided into two main areas:
AREA 1: Implementation of Pillar activities using the PDCA cycle
PLAN
Content: Pillar's master Plan.
Quarterly planning of the Pillar's activities
Person responsible for updating: Pillar Owner
DO
Content: AM Team activities that are taking place in all departments
AM activities affecting the entire of the plant
Person responsible for updating: Pillar Measures Coordinator(Pillar committee member)
CHECK
Content: AM Pillar Measures as stated in the AM Pillar Committee Charter
This measures should refer to the evolution and attainment of the Pillar's
objectives and should be followed-up, measuring the impact in the following
areas:
. Impact on business results
. Organization Capability Development
Person responsible for updating: Pillar Measures Coordinator(Pillar committee member)
ACT
Content Activities identified as countermeasure from the review process in any of the
three following areas:
. follow-up
. promote AM implementation
. standardize performance at the Plant level
Person responsible for updating: Documentation Coordinator

AREA 2: Communication section

EDUCATION
The AM Pillar Committee should use this space on the board to spread new concepts,
information that deepen and increase the knowledge of the people about the Pillar,
following the OPL concept.
Person responsible for up-dating: OPL Coordinator and E&T Coordinator
IDEAS

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 Space dedicated to emphasizing the contribution and ideas of the employees during AM
implementation across the Plant.
Person responsible for updating: Documentation Coordinator

The activity board coordinator shall be responsible for keeping the information updated through
the contributions of the parties responsible for each area, reflecting the work and progress made
by the AM Pillar in the Plant.

The layout for the AM Pillar Activity Board is shown in the following page.

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 PILLAR AUTONOMOUS MAINTENANCE PILLAR

Page 4
LOGO

Pillar Activity Board is based on the PDCA cycle

what’s new on AM?

PLAN DO
EDUCATION
Pillar activities at Plant level
SECTION
Pillar Master Plan (teams, current status,
Pillar messages
Quarterly Activity progress of each team)
published on
Plan Recognition to activities
weekly basis
run at Plant level
to educate
people.
It is a kind
of OPL in a
nice format

CHECK
ACT To check we have defined
I WOULD LIKE TO REVIEW PILLAR
SECTION Pillar Measures that cover
PROGRESS
Questions, answers both the impact on business
we will come out with
and suggestions results and organization
coming from any one some activities to keep capability.
There is a phone no on track or to
TRACKING
people can call to. standardize
PILLAR PROGRESS

d:\ppw\pillarab.ppt\MM August,26 1996

 Team Activity Board

CURRENT BEST APPROACH (CBA)

A Global CBA

Process Owner: Global AM Network Team

PURPOSE:

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Among the many cultural changes expected by IWS is moving from a closed information system
based on “need to know” to an open learning environment focused on developing ownership
through increased skill and business knowledge. As a part of every small group activity (SGA) you
should expect to see an Activity Board. The board is exactly what its name implies. What are the
activities that the SGA is doing, how are they improving results and is the team gaining the desired
skill.

It is frequently seen that activity boards became bulletin boards with a bunch of paper work that
was required by someone else. As we learn the new capabilities in IWS, and specifically in
Autonomous maintenance it should become clear how the board becomes a just in time means of
easily tracking, communicating and improving overall shift communication. One of the most
common complaints in any organization is lack of communication. The Activity board is one of the
primary tools to reduce the losses associated with poor communication.

Lastly, the activity board serves to clarify the thinking process of the AM team. If they can not get
the board clear, then their thinking is likely also unclear. Much like writing things down, the board
requires clarity of thought and flow to effectively communicate and enable the work. Without
exception where a team has a good effective board that demonstrates the work, status and
responsibilities, the work is both effective and efficient. Where it does not, many times the team is
struggling.

IT’S A DAILY TOOL

One of the greatest fallacies of AM work is to think that teams only do AM work during AM time one
morning per week. This is in direct conflict with the intent of AM being daily work process based. It
is certainly true, teams need to meet to ensure everyone is up to speed, plans & responsibilities are
clear and execute downtime or uptime activities that are most effective for the team to perform
collectively. However, most of the work should be completed through daily inspections, ongoing
daily effort at working improvement items and root cause analysis. Initially to learn the tools the
team will need to have joint learning sessions. As the team progresses in skill and knowledge this
should move more to daily work as individuals find & fix abnormalities, track their daily stop
performance and work on countermeasures to problems.

The content and display of information should be such that any person could, quickly have an
understanding of the achievements of the team and the problems it is attempting to solve.

GENERAL GUIDELINES
 The Activity Board needs to clearly represent the team's work and activities at all times:
-which team it is -what objectives are sought
-who forms it -how they are being done
-what it is doing -what results are obtained
 Its layout should facilitate its use as a working tool.

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  It should show clearly the current activities of the team, who is responsible and when
completion of each items is expected.
 The board should be close (ideally next to) the equipment the team is working in.

GRAPHS THAT CAN BE USED TO SHOW THE RESULTS THE TEAM IS ACHIEVING IN TWO
AREAS
 Impact on the business
 Capability Development

These graphs should be hand updated at the board at the point the data or work is accomplished.
Avoid using computer graphs that require individuals to leave the area, log onto a computer,
generate a graph and then walk back out and post the chart. Simply plot the point on the chart and
move on. One of the most frustrating items to shift teams is that the “paperwork” becomes a
burden and works against people wanting to do the work. Follow the keep it simple principle in all
of the board work.

Show in all graphs which is the accomplishment by the end of each Step so the site will have a clear
idea of the contribution of each step to the achievement of results. Also wherever applicable show
targets and goals as a glide path so that the graph represents progress v/s goals .

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 ACTIVITY BOARD LAYOUT AND CONTENT

The activity board will contain two

main areas as follows:
· Fixed Part
· Dynamic Part including the
most important work the
team is developing in each
STEP.

FIXED PART DYNAMIC PART

Information that should be included Information that should be included

Team Photograph The content will change as teams

Team membership and associated roles proceed along the steps to
Overall Schedule / Planning effectively reflect the type of
Safety map indicating the limits of the model activities performed.
Risk prediction sheet
BOS results The different layouts are shown
Meeting summaries / activity plans in the coming pages
Audit Results (self-audit, external) and follow-up

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The boards are laid out to reflect the specific content and capability being developed in the AM
Steps. In Step 0 the board is created, in the remaining steps it is used to facilitate effectiveness &
efficiency of the work.

It is recommended that the basic layout of the board remains the same in Phase 1 from Step 0 to
Step 3. At the start of Step 4 the basic layout of the board will change to facilitate the change in the
nature of work from earlier steps.

Most of the formats and documents for the Activity Boards such as Safety Map , Risk prediction
sheets , Audit sheets , Activity plans , session summary , sub-theme , OPL’s etc. are available in Vol.
2 of the AM pillar guidebook.

PHASE I : RESTORE BASIC CONDITIONS

STEP 1: PERFORM INITIAL CLEANING
The main activity is to identify and solve abnormalities that avoid the equipment from keeping its
basic conditions. The team will create a preliminary cleaning standard.

INFORMATION THAT NEEDS TO BE INCLUDED

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- Map of Abnormalities - Machine cycle chart and data
- List of Abnormalities with classification - Weekly Action Plan
- Sub theme Identification and Prioritization - Abnormality identification and solving graphs
-Evolution of cleaning standards - Identification of visual controls
- Team Goals(overall and for the current step ) - Minor stop / CIL time charts
- Subtheme plans & kaizens - Team roles & norms
- Activity plans , follow up lists - Team skill profile
- Questions list and OPL’s

STEP 2: ADDRESS SOURCES OF PROBLEMS (SOURCES OF CONTAMINATION AND HARD

TO REACH AREAS)

Step 2 is about addressing all Sources of Contamination and Hard-To-Reach Areas identified during
Step 1.

INFORMATION THAT SHOULD BE INCLUDED

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 - Map of Abnormalities - Problem solving analysis and results
- List of Abnormalities with classification - Weekly Action Plan
- Sub theme Identification and Prioritization - Abnormality identification and solving graphs
-Evolution of cleaning standards - Identification of visual controls
- Team Goals(overall and for Step 2 ) - Minor stop progress / CIL time reduction progress
- Subtheme plans & kaizens - Team roles & norms
- Activity plans , follow up lists (for SOC & HTR )
- Team skill profile - Questions list and OPL’s

STEP 3: ESTABLISH CLEANING, INSPECTION AND LUBRICATION STANDARDS

Step 3 is about fixing the lubrication cycle for equipment and finalizing the standards to include all
Cleaning, Inspecting and Lubricating activities required to maintain the basic conditions of
equipment. The standard is then translated into the CIL checksheet for use by all operating
personnel.

INFORMATION THAT SHOULD BE INCLUDED

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- Map of Abnormalities - Visual controls implementation
- List of Abnormalities with classification - Set-up & Adjustment control matrix
- Sub theme Identification and Prioritization - Abnormality identification and solving graphs
- Lubrication system plans and standards - Identification of visual controls
- Team Goals(overall and for Step 2 ) - Minor stop / CIL time reduction progress
- Sub-theme plans & kaizens - Team roles & norms
- Activity plans , follow up lists - Team skill profile -
Questions list and OPL’s - CIL standard and checksheet

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PHASE II : LENGTHEN EQUIPMENT LIFE Ð
AM STEP 4
STEP 4: CONDUCT GENERAL INSPECTION ACTIVITIES
Step 4 is about building on the work of steps 1-3 by further developing the technicians skills to
address deterioration of specific components . Step 4 is broken up into sub-steps for each
inspection category and the activity board should facilitate work till the completion of all step 4
categories.

Team Name
STEP 1
STEP 4: General Inspection
STEP 7
INITIAL CLEANING
FULLY IMPLEMENTED
AUTONO MO US Star t Date: _______
MAINTENANCE End Date: _______
Date: _______

Team
STEP 2
STEP 6
QUALITY IMPRO VEMENT
IWS ELIMINATE SOURCE
OF CONTAMINATIO N
Date: _______
& STANDARDIZATION

Photo
Date: _______
AUTONO MO US
Abnormality Handling

MAINTENANCE

STEP 3
STEP 5 STEP 4
Training Category Training Category Training Category
CLEANING AND
AUTONO MO US LUBRICATION
INSPECTION STANDARDS
GENERAL INSPECTIO N Date: _______
Date: _______
Date: _______

Abnormality Preparation for

Equipment & Team Work Area

Trend System Diagram Inspection Improvement Next Step

Graph Checksheet e.g. Q Matrix
Audit & Follow-up * equipment -WPA

Training Category Training Category Training Category Training Category

Abnormality
Team Work Area
Equipment &

List and Base Line Data Improvement Plan Results *Learnings

Risk Action plans (pre-assessment) *Learnings *Follow-up
Safety *Follow-up
Prediction Map

Improvements
Effectiveness of

Sub-theme
Team Activities

Before After Minor Stop

Loss Goals CIL Time for the
Photos Photos Trend Graph
Trend Graph Inspection
Category Documentation of
Improvements
Before After
Photos Photos
Team Development

Team Activities

Target Step Follow-up

Efficiency of

Activity Plan
Before Team Roles Completion at
After for inspection
Photos Team Norms for entire step 4 this step
Photos category

Before After
Photos Photos
Revised/ new
Team Capability

Team Skill
OPL’s CIL STD
Team Skill Profile Development OPL’s
Before After and/or
of AM Activity & Tracking
Photos Photos CIL Checklist

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INFORMATION THAT SHOULD BE INCLUDED

- Abnormality trend graph - List of Abnormalities with classification

- Training category system diagram/location maps - Training category inspection checksheet
- Training category improvements - Preparation for next category / step
-Results and follow-up - Follow-up action plans
- Team Goals(overall and for Step 2 ) - Minor stop trend / CIL time trend graphs
- Sub-theme plans & kaizens - Documentation of Kaizens
-Team roles & norms - Step 4 activity completion targets
- Activity plans , follow up lists -Team skill profile of AM activity
- Team skill development and tracking - One point lessons , know why OPL’s
- Inspection standards and checksheets

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PHASE III : PERIODICALLY RESTORE DETERIORATION ð AM STEP 5

PHASE IV : PREDICT EQUIPMENT LIFE Ð

AM STEP 6
For these AM Steps, we can not provide such a detailed guideline on how to set up the Activity
Board.
Akashi and Tochigi Plants (Japan) have reached Step 7 of Autonomous Maintenance and this is the
basic layout used for Steps 5 to 6.

Dpt Section Team Name

Autonomous Maintenance STEP X

Member's Name Actual result The numbers of Master plan &

Activity area, Activity time troubles & repair activity plan
Objective

Trend graph of Trend graph of Trend graph of the

checking time & minor stoppages number of operation Quality Graph
cleaning time mistakes (training Kaizen Teian
time) Graph

Step - X XXXXX
Problems for Example of analyzing the problems Countermeasures
the theme Process for countermeasures
Grasp current
condition & goal

Kaizen examples Kaizen examples Kaizen examples Graph of effects

(equipment (equipment
improvement) improvement)

Remained Remained
Confirm effects problems problems Next STEP
SAVING of sub-theme of activity area
(problems list)

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ACTIVITY BOARD USAGE AND MANAGEMENT
HOW TO USE THE ACTIVITY BOARD
1. The board is the place daily information is tracked on equipment performance, abnormalities
found & fixed, individual improvement projects, improvement activities, etc.
2. At the beginning of each team meeting, an initial review should be made in front of the Board
to state the plan of activities and the work to be performed by each member of the team. An
activity plan for that session should be confirmed and responsibilities clear.
3. During the team meeting the Board should be one more tool, and the information generated
within the session should be updated on it. Every improvement and/or OPL developed should
be shared with the team using the Board or the referenced equipment.
4. When the team activity is over, a review of the activities performed should be made in front of
the Board so the whole team has all of the information needed, putting on it a summary of the
session, the priorities for the next team work session and suitable feedback on the team's
performance.
5. The board should be reviewed with other shift teams at least a monthly basis to collect ideas
and keep everyone current on the progress being made. This is also a great time to share
reapplication ideas. Teams should plan on have some SGA board review as a part of most shift
transitions in an IWS culture.

RESPONSIBILITIES OF THE TEAM MEMBERS FOR MANAGING THE ACTIVITY BOARD

Updating of all the information

Owner Documentation to be generated WHO Recommended

Frequency
Planning Agenda and summary + Planning Leader Every week
Self-audits and Action Plan Anyone As needed
Dedicated hour graph Leader Every two weeks
Material loss graph Loss Owner Monthly
Safety Risk analysis and list of unsafe conditions List Owner Each activity
Safety map HSE Owner As needed
OPL's and Questions List of questions All Daily
Generated OPL graph OPL Owner Every two weeks
List with OPL titles OPL Owner Every two weeks
CIL Standards CIL standards CIL Owner After each modification
CIL time graph Implementer Every Week
Abnormalities List and map of abnormalities All Every shift/day
Abnormally graph All Every shift/day
Pictures of found/solved abnormalities All As needed
Sub themes and List of sub themes S-theme Owner After each change
Improvements Improvement OPL's All After each change
No. of stops graph Shift Operator Every shift/day
w/SGA member

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Sources of List of contaminants and sources of contamination All After each change
Contamination Priority forms SOC Owner After each change
Why-Why analysis and action plan SOC Owner After each change
Pictures of sources of contamination All As needed
Hard-to-Reach List of hard-to-reach areas All After each change
Areas Priority forms HTR Owner After each change
Why-Why analysis and action plan HTR Owner After each change
Photographs of hard-to-reach areas All As needed
Visual Standard criteria established Implemeter After each change
Controls/Materials List of controls implemented VC Owner After each change

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