Skill Training for Operators through TPM: Education & Training Initiatives

TPM at SAKAGAMI SEISAKUSHO LTD. Funabashi Works.

2024.10.31

SAKAGAMI SEISAKUSHO was founded in 1897 and boasts a history of over 100 years in manufacturing and selling synthetic rubber seals, synthetic resin seals, and various bellows products. The Funabashi Works initiated TPM with pilot model activities in 2017 and held a kickoff ceremony to roll out TPM company-wide in November 2018, positioning itself as the front-runner of the company-wide TPM activities. In 2019, the "TPM Operational Procedures" were issued, defining the role of TPM as "building a foundation to improve the capabilities and resilience of both personnel and equipment through the robust management of TPM activities." With the definition of TPM as "aiming to eliminate all losses by having each employee become a strong operator through diligent effort via total participation activities."

In this article, we introduce the operator training initiatives led by the Education & Training team of the Funabashi Production Division.

Early-Stage Activities of the Education & Training team

The role of the Education & Training (E&T) team at the Funabashi works is to "collect training needs required for TPM activities and manage the end-to-end process from planning through to implementation." Launched in 2018, the team consists of 7 members--1 Manufacturing Section Manager, 1 Maintenance Section Manager, and 5 central team members--who hold a regular one-hour meeting once a month.

The initial initiative was "TPM Introductory Training" targeted at all operators. As part of this program, a "TPM Activity Guide" was created, and introductory training was conducted for Steps 1 through 3 of Autonomous Maintenance.

Next, they conducted "5S Training" by creating visual storyboards (Kamishibai) on the importance of 5S and taking the session directly onto the Gemba (shop floor). At the end of the session, all 132 employees received a handmade cleaning cloth crafted by the E&T team leader as a commemorative memento.

How to implement 5S Activities,

Creating a safe

and comfortable

workplace

In 2019, they conducted "Leadership Training" for prospective team leaders to help ease their mental burden and build confidence. Despite navigating through trial and error, the E&T team steadily rolled out a variety of training initiatives through creative approaches.

Turning Point for the E&T team

In 2020, E&T team conducted "Operational Engineer Training" for 12 supervisors (assistant managers), consisting of 20× 1-hour sessions. This initiative was launched after evaluating who needed what type of training, which highlighted a clear need for deeper knowledge of machinery and equipment.

The training content focused on "hands-on practical learning," stepping outside the conference room to include practical exercises such as disassembly and reassembly of vacuum pumps. Navigating completely from scratch was challenging for everyone involved--the E&T team members preparing materials, the instructors, and, of course, the trainees taking the program. Persevering while continually verifying knowledge retention after each session, they managed to complete all 20 training modules. However, the knowledge gained by the trainees did not spread across the workplace.

Confronted with these unexpected results, the members of the E&T team gained valuable new insights, such as:

• Insufficient guidance for cascade training
• Lack of understanding regarding skill variance among trainees
• Lack of organizational support for executing cascade training

While these realizations provided important lessons, the team struggled immensely with the gap between "knowing" and "teaching."

During the middle of all this, a minor injury was reported because a changeover tool was used incorrectly. The E&T team recognized the immediate need to educate all operators on proper tool usage and chose to conduct it as "hands-on safety training." This served as a turning point that accelerated the E&T team's initiatives. They shifted their approach from simple cascade training to experiential (hands-on) training that appealed to all five senses.

Deploying Training Tailored to Gemba (Shop-Floor) Needs

First half of 2021: the E&T team launched a "Correct Tool Usage" training program, aimed at preventing unexpected injuries and equipment breakdowns through correct tool handling. To deliver an engaging learning experience, they prepared customized training materials, including 5S-compliant handmade toolboxes, aluminum frame kits built by E&T team members, and manuals illustrating safe tool practices alongside examples of damaged or worn tools. Additionally, they evaluated levels of understanding using a "Training Self-Assessment Sheet." These evaluations created a positive feedback loop, inspiring and motivating both the instructors and the trainees.

Second half of 2021: E&T team conducted "Fundamentals of Pneumatic Equipment" training. The program aimed to develop a workforce with understanding of proper operation and the ability to proactively prevent unexpected injuries and equipment breakdowns.

To deliver a truly hands-on experience, E&T team built a dedicated demonstration kit to operate pneumatic cylinders, allowing trainees to directly feel how adjusting speed control valves and air pressure alters the cylinder's actuating force. To instill a real sense of danger, the session featured a demonstration where high-pressure air blasting from a disconnected hose shredded copy paper right before their eyes. Furthermore, the feedback gathered through the "Training Self-Assessment Sheets" yielded a wide array of insightful perspectives.

First half of 2022: E&T team delivered the "Fundamentals of Drive & Transmission Systems" training. Designed to make learning engaging and intuitive using elementary school science textbook concepts, the program featured hands-on experiments--such as building paperclip motors to understand motor mechanics and spinning aluminum foil floating on water with a magnetic pen to demonstrate induced electromotive force. To reinforce safety and preventive maintenance, the practical sessions allowed trainees to insert rubber tubing (simulating human fingers) between moving pulleys and V-belts to experience pinch hazards, as well as learning to listen for the abnormal noises from damaged bearings. This hands-on approach aimed to prevent workplace injuries while equipping personnel with skills to proactively prevent equipment breakdowns through proper inspections.

First half of 2023: E&T team delivered the "Fundamentals of Karakuri Kaizen" training, aimed at empowering trainees to solve physically challenging tasks and operational pain points using their own creative ideas. Through hands-on experiments with physical models, participants gained a practical understanding of various mechanical concepts, including the principles of levers, cams, and movable pulleys.

Results Brought by E&T team Transformation

Through these initiatives, the E&T underwent its own transformation. While they initially sought to train based on training guides gathered from standard TPM textbooks, they evolved to discover training needs directly from Gemba (shop-floor) conditions and operator interviews, as well as identifying potential "seeds" rooted in their own strengths.

As a result of continuously undergoing the wide range of training programs rolled out by the E&T team, tangible transformations emerged not only among individual operators, but across the entire plant as a whole:

Transformation in Operators:

• Increased interest in equipment
• Developed awareness to "prevent equipment breakdowns"
• Shifted the mindset from "call the maintenance team when something is broken" to "notice abnormalities and take direct action"
• Established ownership: Concept of "this is my machine"

Transformation in the Plant:

• Employees started communicating with greater confidence
• Cross-functional communication was established
• Active listening and self-expression were developed
• PC skills were improved
• Plant cleanliness improved
• The workplace atmosphere became brighter and more vibrant
• People started expressing their own opinions

The E&T team learned that cultivating independent thinkers, proactive communicators, self-starters, and mindset-changers drives solid organizational growth--meaning that training aims not just to achieve skill acquisition, but to "enhance human capability."

The exemplary aspect of Sakagami Seisakusho Funabashi Works' initiative is its relentless pursuit: adapting immediately when initial outcomes fell short, seeking Gemba (shop-floor) needs from the Gemba itself, crafting better tools, and implementing training. Sakagami Seisakusho aims to continue growing through this approach to human-centric education.

For more information about SAKAGAMI SEISAKUSHO and their products, please visit the website.

👉 https://www.sakagami-ltd.co.jp/

 

This article is a translated version of the original published at https://tpmonline.jp/cases/jirei01/

Company names, job titles, and other details are current as of the time of the interview.

Consultant's Comment
Hiroaki Nakanishi
TPM Consultant

It is often said that TPM activities "develop people." Extensive discussions were held regarding the ideal state of an "E&T team." This case study highlights trials, errors, and achievements over approximately 7 years of TPM, where genuine workforce development is now evident. This case offers insights for anyone in charge of TPM training.