PT.

TOYOTA MOTOR MANUFACTURING INDONESIA | PURCHASING DIVISSION

Update : Sept, 26 2019

CONFIDENTIAL

●●● MANUAL ●●●

Q-SFM PROPERTY OF TMMIN-PROHIBITED TO COPY/DUPLICATE/SHARE WITHOUT TMMIN PERMISSION

 QUALITY
SHOP
FLOOR
MANAGEMENT

BR Supplier Development Department | September 2019

PROPERTY OF TMMIN-PROHIBITED TO COPY/DUPLICATE/SHARE WITHOUT TMMIN PERMISSION
 Table of Content

1. Why Shop Floor Management is necessary?

2. What is the purpose of Shop Floor Management?
3. What is visualization in Shop Floor?
4. Who have to manage Shop Floor?
5. Q-SFM content explanation (3 steps):
 Step 1 - A : Set Basic Rules/Standards
 Step 1 - B : Preventing Defect Outflow to Market/Customer
 Step 2 - C : Preventing Defect Outflow to Following Process
 Step 3 - D : Sustain Standardized Work and Skill
 Others

PROPERTY OF TMMIN-PROHIBITED TO COPY/DUPLICATE/SHARE WITHOUT TMMIN PERMISSION

 Why Shop Floor Management is necessary?

a) To ensure fundamental process control items are ‘under

control’.
b) To identify abnormalities/weak points and kaizen by
suppliers before they cause accident/part defect/delay –
preventive process control.
c) Most of the recent quality defect field actions have been
causd by lack of fundamental shop floor management.

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 What is the purpose of Shop Floor Management?
1) Speedy Identify the Abnormality 2) Speedy Problem Solving

Competitive
Production/
Quality
４ ５ Problem
１ ２ ３
Standard
Abnormal
Immediate Provide Subordinates
Visualization of Problem Solving OJD Developed
Abnormality in a shop
３ Moving Items
1) Physical Goods 3) The proper understanding of Floor Management Task
2) Work (People)
3) Information (Data) Kanban
Over Box Fluctuation
Height
Over Max

Over Flow

Abnormality jump
Into our eyes at glance The Shop Floor Management in Toyota is:
① An abnormality jumps into our eyes at glance
② We can count the number of physicals by 1 piece unit at glance

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 What is visualization in Shop Floor?

“Visualization” of Shop Floor Management in Toyota

“Visual control”, “Visualization”, “Display”

TPS Says → Condition of worksite in which supervisor can judge abnormal

Visual
or normal shop condition immediately by seeing..
Control
For example: “ANDON”, “KANBAN”

Visual control
after visualization

To make “Visual control” and “Abnormal management” possible with criteria of

Visualization control after exposing and visualizing “what is difficult to see such as
personal knowledge as standardized knowledge/shared knowledge.

Only posting on a board. There are many data, but there is no PDCA cycle,
Display
there is no target. These are standing out of management
PROPERTY OF TMMIN-PROHIBITED TO COPY/DUPLICATE/SHARE WITHOUT TMMIN PERMISSION 6
Who have to manage Shop Floor?

Factory

[Top Management]
Role: Follow up
countermeasure &
support activities

[Oerator]
Role: Follow the
rule /STDW

[Management] Shop Floor [Group Leader]

Role: Assessment SFM Role: Maintain good
/Implement and confirm operation & Kaizen
countermeasure activity

Daily Shop Floor Management

PROPERTY OF TMMIN-PROHIBITED TO COPY/DUPLICATE/SHARE WITHOUT TMMIN PERMISSION 7
 Q-SFM content explanation (3 steps)
Base on PMR step
Step for improve worksite capability:
Step 5

Mizenboshi / JKK Result & Process

Occurrence

should be linked

NDC find out & Built-in Quality

Step 4

DM implement In-Process

Process KPI

Result KPI
Step 3

Sustain Standardized
Work & Skills
Step 2
Outflow

Outflow Prevention
to Following Process

Outflow Prevention
to Market/Customer
Step 1

Set Basic Rules/

Standards 1st priority
Outflow prevention

Need to check process management condition

based on the result KPI (PDCA)
PROPERTY OF TMMIN-PROHIBITED TO COPY/DUPLICATE/SHARE WITHOUT TMMIN PERMISSION 8
STEP 1 A. Set Basic Rules/Standards
A. (1) - Announce divission hoshin/policy regarding quality.
No. 1 - Quality management organization, policy & improvement activity plan.

Check 1) Organization 2) Job response 3) Quality Policy, 4) Activities 5) Top to down 6) Deployment of
Point: structure each member Policy main KPI. plan policy sharing KPI/Quality target

Criteria:
❷ Identification response job of each member
❶ There are team support this activity
(not only quality section).

PROPERTY OF TMMIN-PROHIBITED TO COPY/DUPLICATE/SHARE WITHOUT TMMIN PERMISSION 9

STEP 1 A. Set Basic Rules/Standards
A. (1) - Announce divission hoshin/policy regarding quality.
No. 1 - Quality management organization, policy & improvement activity plan.

Check 1) Organization 2) Job response 3) Quality Policy, 4) Activities 5) Top to down 6) Deployment of
Point: structure each member policy main KPI. plan policy sharing. KPI/Quality target

Criteria:
Detail :
❸ Numerical quality target. a) Directorate Policy  Division KPI
b) Action
(a) (b) (c) (d) (e) c) Target  Sub KPI
d) Schedule Implementation
e) Departement Responsible

❺ Top to down quality sharing

*Accepted (Top <-> Mgr.)

(Top mgmt) (mgmt) (Leader) (Member)

❹ Activity plan (actual updated)

❻ KPI must align to customer target

Deploy Target per section :
Customer
target
(PPM)

PROPERTY OF TMMIN-PROHIBITED TO COPY/DUPLICATE/SHARE WITHOUT TMMIN PERMISSION 10

STEP 1 A. Set Basic Rules/Standards
A. (2) - Market (customer) quality information countermeasure activity.
No. 2 - Quality target vs result information sharing of: after market claim & customer claim

Check 1) Receive market Quality 2) Problem 3) Yokoten (expand) 4) Countermeasure 5) Top management
Point: info and flow action analysis countermeasure status involvement

Criteria:
❶ There is claim routing/procedure, quality information visualization

Customer QA QE QC PE, Supplier

Check Detail, stock,
Information Judgement Temp. Action/ Inform Analis Improvement Action
Issued

NG Part NG Part return follow

customer route QA Asakai Meeting
(Follow EveryDay) Summary Root cause & Preventive Countermeasure Report

Sharing & Follow

OK NG
C/ M
by ASAKAI Meeting
Receive Report
Judgement
Customer Form
(within 7 day)

Information Criteria
1. Check Part Name, P/N, 1.Defect (1to3 pcs)
Model, Lot N. Info to MGR, AGM, GM, Co
Concern
2. Lot Delivery 2.Defect (3 pcs up)
Info to MGR, AGM, GM,
3. Customer Requirment SGM, Co Concern
3.Defect Safety
Sketch/ Photo, Info to MGR, AGM, GM,
SGM, Co Concern, VP

PROPERTY OF TMMIN-PROHIBITED TO COPY/DUPLICATE/SHARE WITHOUT TMMIN PERMISSION 11

STEP 1 A. Set Basic Rules/Standards
A. (2) - Market (customer) quality information countermeasure activity.
No. 2 - Quality target vs result information sharing of: after market claim & customer claim

Check 1) Receive market Quality 2) Problem 3) Yokoten (expand) 4) Countermeasure 5) Top management
Point: info and flow action analysis countermeasure status involvement

Criteria: ❷ Using any tools are accepted

~by Flow Anaysis
Flow untuk Analisa Penyebab Problem ~by 4M Tools
Hubungi ke Staff Engineering
① Nama Problemnya
Status Kejadian Check MAN METHODE
Status analisa Problem
hanya ambil,tanpa

Lapor ke Atasan Taruh

saja
cek
WI sulit
Belum
Waktu belum ditentukan
Belum ada standar
~by 5 Why Tools
Nama Problemnya ada
*1
Check dimengerti
■××
Status Kejadian WItanpa
sulit cek standard
dimengerti Tidak follow
Probl
WI Waktunya
Check Tidak tidak tetap Lapor Ke Atasan
em
problem contens Judge importance level Check inspection item Other Check kesesuaian kendaraan Check Tambahan
follow WI Hasil Check
(1) xx -Bukan item inspeksi atau than ~Model Check -Mengumpulkan data
① In-process (Assembly line)
① Posisi Problem (2) Lebih dari xx Check 100% item inspeksi items ~Spec. part②tidak -Check bercampur
apakah ada ① Laporkan Hasil Inspeksi
Pemeriksaan standar ~Assembly
Inspection plant Tidak kendaraan
Check yang belum
③ Audit plant
Model Check sequence No.
ada
Tidak MAtch ④ Yard ada selesaidengan
inspeksi cycle CheckProses
Spec.
visualis lainya
※ jika penyebabnya tidak Check bercampu
Verify Caranya
instruksi tidak
Bagaimana SupSpesial cek
Request asi Tidak
terkait dengan part yang Record problem evidence konsiste r dengan
salah/ hilang, lihat untuk mengecek problem
jelas ply ada
prosedurl Bagaimana Photo Posisi Problemnya Beda ①telat n yg lain
~Diskusikan cara inspeksinya
Check Assembly process area Tidak ada
tindakan pencegahan History problem kendaraan ~Memungkinkan untuk responsib② Line inspection tidak
Checkada
untuk problem part Salah/ Model, Bin No, No Frame mengecek ke Line khus area khusus
Hilang Tahan kendaraan ility indilator
(Untuk menyelidiki dengan METHODE us
MACHINES
menyaksikan dari div yang terkait.)

Check Check
Items Memastikan info untuk check process
Membuat pemastian Check
untuk mengeceknya Cannot detect
Detection status
~by TBP Tools Kapan, di mana, siapa,
bagaimana
Analisa Penyebab Can identify
the cause
Create Quality problem
Dari kapan
Seberapa sering, berapa Check Cannot Can Assembly WItnessing communication sheet
banyak identify
Disassembly investigation Cause Problem detection check detect problem
identified ① Supervisor
the cause -Request ke Assy untuk pembongkaran ① Detectability Check ② Quality member at
-Request untuk hadir melihat proses pembokaran to find problem cause Check ① Problem contents
Assembly
Analisa Problem (QC Engineering)
③ QC engineer ② Vehicle history
(grup Assembly yang terkait) ③ Detection status
Check standar (Member Quality di Assembly) Parts ④ Cause
(Member Quality di Unit) Request C/M for outflow prevention problem WItnessing
Ukur posisi problem ⑤ Responsibility
Ukur posisi yang terkait Check (Member Quality di Body) ① Supervisor Check ⑥ Witness
Check
(Member Quality di Toso) ① Occurrence countermeasure ② Supplier ⑦ Measures
(Member Internal chousa) taken by problem responsibility ③ QC Engineer
(Supplier) Check ② OK/NG judgement until complete the
occurrence countermeasure Parts (unit)
③ Get the information of vehicle which as problemt WItnessing ■××
the first vehicle to be checked ① Supervisor
Prepare documents for
Process investigation Check
(Inspection/Assembly process) ② Unit QC member Morning meeting
① Job observation ③ QC engineer
② Check instuction sheet ① Problem contents
③ Changing point Check ② Vehicle history
Cause Request to Engineer ③ Detection status
④ Hear from management members and Unknown
line members Request untuk menganalisa problem ④ Cause
Check Check Check
⑤ Check delivery condition Measure for problem ⑤ Responsibility
⑥ Witness
⑦ Measures

PROPERTY OF TMMIN-PROHIBITED TO COPY/DUPLICATE/SHARE WITHOUT TMMIN PERMISSION 12

STEP 1 A. Set Basic Rules/Standards
A. (2) - Market (customer) quality information countermeasure activity.
No. 2 - Quality target vs result information sharing of: after market claim & customer claim.

Check 1) Receive market Quality 2) Problem 3) Yokoten (expand) 4) Countermeasure 5) Top management
Point: info and flow action analysis countermeasure status involvement

Criteria:
❹ Visualization countermeasure status with updating
❸ There isi methode to yokoten countermeasure

❺ Periodically management meeting to follow up

market and customer claim

PROPERTY OF TMMIN-PROHIBITED TO COPY/DUPLICATE/SHARE WITHOUT TMMIN PERMISSION

STEP 1 A. Set Basic Rules/Standards
A. (3) - Sampling audit concern countermeasure activity.
No. 3 – Frequency and effectiveness of sampling audit by QC/QA.

Check Normal condition : 1) Sampling audit rule 2) Data recording 3) Visualization audit result
Point: Abnormal condition : 4) Sampling audit rule 5) Data recording 6) Visualization audit result

Criteria: (Normal Condition) (Abnormal Condition)

❹ Action flow/procedure/basic
OK NG rule (abnormal operation)
❶ Action flow/procedure/basic RULE SAMPLING PART Approved Checked Prepared

rule (normal operation)

PT SUGITY CREATIVES
QUALITY ASSURANCE DEPT.

MEASURING M.FAISAL SULAIMAN TRIO

PROCESS PIC DETAIL

① Persiapkan Alat-alat untuk ❺ Base on NG items

❷ Base on frequency in Part
measuring cek

Inspection Standard (PIS)

Cek schedulle sampling cek
C/F Inspector Persiapkan alat sesuai std.

Ambil part untuk cek C/F

Lakukan pengukuran part dengan

Inspector C/F berdasarkan schedulle Problem
② MEASURING PART C/F
measuring Type
1. Setting part ke C/F sesuai SOP.
Temporary
③ 2. Point ukur check swsuai dengan Action Due
Data record/ PIS dokumen. Rank Date
OK 3. Check actual Glearance dan
SDS CEK C/F Inspector Level.
~Item Check LG 4.Hasil pengukuran di input ke
dalam check sheett.
Detail
~Std Check 5.Lakukan judgement berdasarkan Problem
NG
~Freq. Check toleransi yang di tetapkan.
6. jika hasil NG, segera SCW ke
~Method Check
④
Base on PIS 1. Info problem ke pengawas
Produksi, Eng untuk analisa TL
1. Analisa hasil ukur yang
NG.
❻ Easy to get data and know status
dan improvment

❸ Easy to get data and know status ⑤

1. Jika hasil OK, part kontinyu

TL
Check this problem and repair before inspection process
produksi.
Judgement "OK"
kontinyu produksi

Poor installation of
Clip Pillar molding

- Review method of installation, concern push by finger.

- Additional check after installation (BIQ)

2/3 (Assy)

PROPERTY OF TMMIN-PROHIBITED TO COPY/DUPLICATE/SHARE WITHOUT TMMIN PERMISSION

STEP 1 A. Set Basic Rules/Standards
A. (4) - Establish part quality inspection (total inspection or sampling inspection).
No. 4 - Completion of inspection items as drawing, PIS & QCPC requirement.

Check 1) Drawing control 2) Part Inspection Standard (PIS) and Quality Control 3) Item check
Point: Process Chart (QCPC)

Criteria: ❷ PIS and QCPC complete all requirement QCPC

❶ Drawing approved by Toyota

PIS

❸ Actual updated in paper and follow as STDW

TMMIN
WI
APPROVED CHECKED PREPARED

PT. TOYOTA MOTOR MANUFACTURING

STANDARD OPERATIONAL PROCEDURE
INDONESIA
PLANT : KARAW ANG PLANT / QCD TITLE / PROCESS : PART INSPECTION CHECK for QRE SUPPLIER
DEPARTMENT : INSPECTION SOP NO. : S O P - A D Q 1 0 0 - R 0 0 8
AREA : PAD-LOGISTIC DATE : 1 4 - 1 0 - 2 0 0 5 SEPRIAWAN

No. ACTIVIES

1 Daily check of Incoming Parts ~ Sampling Check

M ETHOD OF CHECK ILLUSTRATION / ATTACHM ENT

FLOW OF INSPECTION PART

Check Sheet
from Out-House Local Suppliers

Check Sheet
? 1 Times / Month for A Rank (Monthly Check)
PT. TOYOTA MOTOR MANUFACTURING INDONESIA MODEL : SIENTA SUPPLIER : ###
Location : Incoming Parts Area ? 1 Times / Week for B Rank (Weekly Check)
? 1 Times / Day for C Rank (Daily Check)
100 % CHECK SAMPLING QUALITY CONTROL DIVISION
PART SAMPLING CHECK SHEET PART NO. : 69030-0K090 INSPECTOR :
QC PLANT#2 DEPT
Check items : ~ Appearance PART NAME : LOCK ASSY, FR DOOR W/MOTOR, RH

NO
CHECKING
IT EM
ST ANDARD
FREQUENCY
(if during 1 week 100%CHECK MET
check not founded of problem HOD
again)
OK
NG
C Rank (Daily Sampling)

OK
and WI RECEIVING INSPECTION SECTION

DRAWING/ SCHETCH, please see the attachment PIS Sheet.

Reg No : RI CS SIENTA

Rank Frequency check :

A Monthly check =
31

Rejection 0 PPM
~ 100 % Check NG B Weekly check = Rejection on the range of PPM target

Items check :
B Rank (Weekly Sampling)
1 Missing part Not Allowed 5 pcs/ item Visual
? Base on Problem Found Out from all Rank of Sampling Method C Daily check = Rejection > PPM target
2 Wrong part Not Allowed 5 pcs/ item Visual OK
NG Routing perubahan Frequency check : Data Cek Stok 100% (selama 5 hari) :
A Rank (Monthly sampling)
3 Miss assembling Not Allowed 1 pcs/ Lot Visual

~ Std Check,
No. Item check : No. Item check :
Note : ~ Check of part base on TIS OK
Tgl Judge Judge
4 Unfinished Not Allowed 5 pcs/
~ Give Tag Ok if part item
condition is Good Visual
A NG Qty Cek
Scratch No Harmfull 5 pcs/ Give Tag OK or NG after Qty NG
5 ~ Give Tag NG if partitem Touch
condition is No Good and keep in place Check of Parts base on TIS
~ Freq. Check
NG
checking process OK C No. Item check : No. Item check :
6 Crack Not Allowed which have
5 been
pcs/determined
item (LSR area) Visual Tgl Judge Judge
OK
B Qty Cek
7 Deformation Not Allowed 1/ Lot Visual

~ Method Check
Qty NG
8 Apply Grease Apply all moving area 1/ Lot Visual Tag OK = Tidak ditemukan problem, NG = Ditemukan Problem
Tag Part NG Send
OK NG to LSR area
Each Caulking Work 1/ Lot by Sample
9
2 Daily check of Small Part Dimention ~ Confirm
Bulan, Tahun …………., ………….
TMMIN -QDRI input Info to TMMIN-QDRI after Tanggal Cek
? Decide of part number base on schedule finishing check
DAILY SHEDULE Frequency check
? Decide qty dimention check (according to requirement) CEK Note
Input data after checking
CHECKING FREQUENCY
?
process NO STANDARD METHOD


Remarks : QRE Supplier should bring Insp Tools, Safety Tools by him self ITEM CHECK Judge (O=OK, X=NG)
3  Pick Up Inspection data
1 Missing part Not Allowed 5 pcs/ item Visual
? Input data to Daily Check Sheet Check Sheet
2 Wrong part Not Allowed 5 pcs/ item Visual
TMMIN -QDRI info
to Supplier if 100% TMMIN -QDRI make
4  Feed Back Check 3 Miss assembling Not Allowed 1 pcs/ Lot Visual
Founded problem reporting data
~ If Founded problem info to Supplier, TMMIN-QDRI and related partieses
and do temporary action immediately
(
TMMIN -QDRI request to
TMMIN-PAD Log for the
 4

5
Unfinished

Scratch
Not Allowed

No Harmfull
5 pcs/ item

5 pcs/ item
Visual

Touch
preparation of cheque 100%

REVISI No. W ORKING TOOLS SAFETY TOOLS Inspector 6 Crack Not Allowed 5 pcs/ item Visual
No. DATE ITEM App Check Prep 1 Taper Gauge Hand Gloves
7 Deformation Not Allowed 1/ Lot Visual
1 2 Pencil and eraser Helmet
2 3 Pencil Dermatograph Safety Shoes INOAC-P INOAC-R PEMI AMA KFN ASAHI NTC 8 Apply Grease Apply all moving area 1/ Lot Visual
3 4 Tag of OK & NG
4 5 Tool & gauge to
9 Each Caulking Work 1/ Lot by Sample
5 dimention check DENSO ABA AISIN ATI IGP SAKURA 10 . .

11 . .

12 . .

PROPERTY OF TMMIN-PROHIBITED TO COPY/DUPLICATE/SHARE WITHOUT TMMIN PERMISSION 13

14
.

.
.

15 . .
STEP 1 A. Set Basic Rules/Standards
A. (5) - Establish a system to comply with regulations (∇R).
No. 5 - Confirm that the production meet the regulation as drawing and PIS requirement.

Check 1) Drawing 2) Part Inspection 3) Item check in Work 4) Control list 5) Machine or process
Point: Standadr (PIS) Instruction (WI) or EIS

Criteria: ❹ Have control list of ∇R (Ex. Part list or Process list)

A p p r o ve d Checked Prepared

Critical Part & Process List ( )

❶ Confirm (∇R) MACHINE NO CUST MODEL MOLD NO PART NUMBER PART NAME MATERIAL REMARKS

point MC#1 1 TMMIN 800A N46 53112-010KL GRILLE RADLWR T/GRADE TSOP7 11BK03

2 TBINA 660A N16 67611/2-0K410-B BOARD,FR DOORTRIM, RH/LH AZ864E4 201B-1

MC#02 3 TBINA 660A N17 67613/4-0K310-B BOARD,RR DOORTRIM, RH/LH AZ864E4 201B-1

PIS QCPC
3 TMMIN Y70Z N49 75851/2-YP010-00 ROCKER PANEL, RH/LH TSOP7 11BK03

4 TMMIN 650A N35 62511-0K010-C0 PANEL, QUARTERTRIM, RH AZ564GL 201B-1

MC#04
5 TMMIN 650A N36 62512-0K010-C0 PANEL, QUARTERTRIM, LH AZ564GL 201B-1

6 TMMIN 660A N22 67751-0K010-C0 BOARD,BACKDOORTRIM AZ564GL 201B-1

❷ PIS
MC#05
7 TMMIN 650A N37 67750-KK010-C0 BOARDASSY- BACK DOOR TRIM AZ564GL 201B-1

must
8 TMMIN 660A N20 62511-0K560-C0 PANEL, QTRTRIMRH AZ564GL 201B-1
MC#07
9 TMMIN 660A N21 62512-0K560-C0 PANEL, QTRTRIMLH AZ564GL 201B-1

reflect
(∇R)
point TMMIN
PT. TOYOTA MOTOR MANUFACTURING
INDONESIA
STANDARD OPERATIONAL PROCEDURE
APPROVED CHECKED PREPARED

PLANT : KARAW ANG PLANT / QCD TITLE / PROCESS : PART INSPECTION CHECK for QRE SUPPLIER
DEPARTMENT : INSPECTION SOP NO. : S O P - A D Q 1 0 0 - R 0 0 8
AREA : PAD-LOGISTIC DATE : 1 4 - 1 0 - 2 0 0 5 SEPRIAWAN

No. ACTIVIES M ETHOD OF CHECK ILLUSTRATION / ATTACHM ENT

1 Daily check of Incoming Parts ~ Sampling Check

FLOW OF INSPECTION PART
from Out-House Local Suppliers ? 1 Times / Month for A Rank (Monthly Check)
Location : Incoming Parts Are a ? 1 Times / Week for B Rank (Weekly Check)
100 % CHECK SAMPLING
? 1 Times / Day for C Rank (Daily Check)

❺ Identify ∇R
Check items : ~ Appe arance
NG
C Rank (Daily Sampling)
CHECKING FREQUENCY OK
NO ST ANDARD
(if during 1 week 100%CHECK MET
check not founded of problem HOD
again)
IT EM OK
~ 100 % Check NG
B Rank (Weekly Sampling)
1 Missing part Not Allowed 5 pcs/ item Visual
? Base on Problem Found Out from all Rank of Sampling Method
2 Wrong part Not Allowed 5 pcs/ item Visual OK
NG

on machine or
A Rank (Monthly sampling)
3 Miss assembling Not Allowed
Note : 1 pcs/ Lot Visual
~ Check of part base on TIS
4 Unfinished Not Allowed 5 pcs/
~ Give Tag Ok if part item
condition is Good Visual

5 Scratch No Harmfull 5 pcs/

~ Give Tag NG if partitem Touch
condition is No Good and keep in place Give Tag OK or NG after
Check of Parts base on TIS

❸
checking process
6 Crack Not Allowed which have
5 been
pcs/determined
item (LSR area) Visual

7 Deformation Not Allowed 1/ Lot Visual

process
8 Apply Grease Apply all moving area 1/ Lot Visual Tag Tag Part NG Send
OK NG to LSR area
9 Each Caulking Work 1/ Lot by Sample
2 Daily check of Small Part Dimention ~ Confirm
TMMIN -QDRI input Info to TMMIN-QDRI after
? Decide of part number base on schedule finishing check

Identification
DAILY SHEDULE
? Decide qty dimention check (according to requirement) CEK
Input data after checking

?
process


Remarks : QRE Supplier should bring Insp Tools, Safety Tools by him self
3  Pick Up Inspection data
? Input data to Daily Check Sheet Check Sheet

(∇R) point
TMMIN -QDRI info
to Supplier if 100% TMMIN -QDRI make
4  Feed Back Check
Founded problem reporting data
~ If Founded problem info to Supplier, TMMIN-QDRI and related partieses
and do temporary action immediately
(
TMMIN -QDRI request to
TMMIN-PAD Log for the

preparation of cheque 100%

REVISI No. W ORKING TOOLS SAFETY TOOLS Inspector

No. DATE ITEM App Che ck Pre p 1 Tape r Gauge Hand Glove s
1 2 Pe ncil and e rase r He lme t
2 3 Pe ncil De rmatograph Safe ty Shoe s INOAC-P INOAC-R PEMI AMA KFN ASAHI NTC
3 4 Tag of OK & NG
4 5 Tool & gauge to
5 dime ntion che ck DENSO ABA AISIN ATI IGP SAKURA

PROPERTY OF TMMIN-PROHIBITED TO COPY/DUPLICATE/SHARE WITHOUT TMMIN PERMISSION

STEP 1 A. Set Basic Rules/Standards
A. 6 - Conduct training on fundamental skill.
No. 6 - Operator skill management.

Check 1) Training road map for new comer 2) Evaluation test 3) Skill matrix 4) Skill level up
Point:

Criteria:
❷ Have clear evaluation criteria both of paper test and shop floor test
❶ Have flow or road map for training
operator (new comers, rotation)

Paper Test Shop Floor Test

❹ Have clear training plan for skill level up

❸ Skill matrix (completed all member)

PROPERTY OF TMMIN-PROHIBITED TO COPY/DUPLICATE/SHARE WITHOUT TMMIN PERMISSION

STEP 1 A. Set Basic Rules/Standards
A. 6 - Conduct training on fundamental skill.
No. 7 - Operator skill management.

Check 1) Check operator working follow Standard (WI/EIS)

Point:

Criteria: Schedule (plan) audit opeartor follow WI

❶ Have check sheet, plan/schedule audit, audit result of
Work Element, Key point, Motion, Cycle Time
Check sheet audit operator follow WI

[a] [b]
[c] [d]

Audit result

Detail :
a) Element kerja
b) Key point check
c) Motion
d) Cycle time 1

PROPERTY OF TMMIN-PROHIBITED TO COPY/DUPLICATE/SHARE WITHOUT TMMIN PERMISSION

STEP 1 A. Set Basic Rules/Standards
A. (7) - Prepare job instruction sheet/EIS/WIS by include low frequency job (clearly describe key points
of quality (Q) and safety (S)).
No. 8 - Work Instruction (WI), include low frequency job.
Check 1) Work Instruction (WI) implementation 2) Complete item check from Part Inspection 3) Review and update
Point: Standard (PIS)
Criteria:
❶ Complete Level #3: element, time, Q-S key point, effect if not follow
❷ Total item check not less than PIS

❸Recording of each revision and training operator

PROPERTY OF TMMIN-PROHIBITED TO COPY/DUPLICATE/SHARE WITHOUT TMMIN PERMISSION

STEP 1 A. Set Basic Rules/Standards
A. (8) - Comply with "one-cycle rule" and "trouble shooting rule" (Stop-Call-Wait).
No. 9 - Stop-Call-Wait rule following.

Check Normal condition : 1) One cycle finish 2) Part identification/tag

Point: Abnormal condition : 3) Trouble shooting 4) Abnormality criteria 5) Recording

Criteria: ❷ Have clear identify on part if not complete process

❶ Operation procedure (one cycle finish) PT. TOYOTA MOTOR MANUFACTURING
INDONESIA
QUALITY DIVISION
PART PROBLEM
INSPECTION DEPARTMENT
RECEIVING INSPECTION INFORMATION
SKETCH :

TAG IDENTITAS
PROCESS BELUM SELESAI
DATE :

SUPPLIER :

PART NO. :

PART NAME :

❸ Operation procedure PROBLEM :

PIC PART :

PIC REC. INSP :

LAMA PENYIMPANAN :

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STEP 1 A. Set Basic Rules/Standards
A. (8) - Comply with "one-cycle rule" and "trouble shooting rule" (Stop-Call-Wait).
No. 9 - Stop-Call-Wait rule following.

Check Normal condition : 1) One cycle finish 2) Part identification/tag

Point: Abnormal condition : 3) Trouble shooting 4) Abnormality criteria 5) Recording

Criteria:
❺ Have action and record for abnormality
❹ Have criteria for 4M abnormality management)

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STEP 1 B. Preventing Defect Outflow to Market/Customer
B. (1) - Manage important process (∇S) and provide training.
No. 10 - Critical part management.

Check 1) Drawing 2) Part Inspection 3) Item check 4) Control 5) Machine or 6) Clear procedure of abnormality
Point: Standard (PIS) on WI/EIS list process handling (forward and backward checking)

Criteria:
❷ PIS must reflect (∇S) point ❸ Identification (∇S) point in WI
❶ Drawing confirm (∇S) point

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STEP 1 B. Preventing Defect Outflow to Market/Customer
B. (1) - Manage important process (∇S) and provide training.
No. 10 - Critical part management.

Check 1) Drawing 2) Part Inspection 3) Item check 4) Control 5) Machine or 6) Clear procedure of abnormality
Point: Standard (PIS) on WI/EIS list process handling (forward and backward checking)

Criteria: ❺ Identify ∇S on machine or process and

❹ Have control list of ∇S (Ex. Part list or Process list) assignment board

❻ Clear procedure if there any ∇S problem happen at supplier

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STEP 1 B. Preventing Defect Outflow to Market/Customer
B. (1) - Manage important process (∇S) and provide training.
No. 11 - Capability to control critical part/process and frequency of critical confirmation.

Check 1) TOYOTA certify result: confirmation (PESS, SSAS, CPPP, etc.) 2) ∇S Awareness training for inspector
Point:

Criteria: PESS : Part Evaluation Status Sheet

❶ Passed or completed all TOYOTA requirement topics or no critical process SSAS : Supplier Self Audit System
CPPP : Critical Process Problem Prevention

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STEP 1 B. Preventing Defect Outflow to Market/Customer
B. (1) - Manage important process (∇S) and provide training.
No. 11 - Capability to control critical part/process and frequency of critical confirmation.

Check 1) TOYOTA certify result: confirmation (PESS, SSAS, CPPP, etc.) 2) ∇S Awareness training for inspector
Point:

Criteria: PESS : Part Evaluation Status Sheet

❷ Have awarness training related with ∇S problem accured SSAS : Supplier Self Audit System
CPPP : Critical Process Problem Prevention

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STEP 1 B. Preventing Defect Outflow to Market/Customer
B. (2) - Establish abnormality handling procedure for non-conformance outflow from manufacturing process.
No. 12 - Identification & separation of abnormal or NG part.

Check 1) Non-conformance part 2) Identification status 3) Stop delivery procedure (including inform suspected NG
Point: part to customer)

Criteria:
❶ Operation procedure of NG part handling and problem ❷ Have clear identify on part for separation
investigation flow

Identify with Tag

Identify on part
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STEP 1 B. Preventing Defect Outflow to Market/Customer
B. (2) - Establish abnormality handling procedure for non-conformance outflow from manufacturing process.
No. 12 - Identification & separation of abnormal or NG part.

Check 1) Non-conformance part 2) Identification status 3) Stop delivery procedure (including inform suspected NG
Point: part to customer)

Criteria:
❸ Clear procedure of STOP delivery and “bad news” to customer

History Bad News Info

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STEP 1 B. Preventing Defect Outflow to Market/Customer
B. (3) - Establish a procedure to check the quality of repair part and repair skill training .
No. 13 - Repairing skill evaluation method.

Check 1) Part repair 2) Judgement 3) Repairing 4) Operator skill 5) Mark on part 6) Confirmation part after
Point: criteria standard repaired

❷ Can repair or can't repair

Criteria: ❸ There is standard/EIS/WI for
Part after repair must be check by QC 1
❶ Operation procedure repairing

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STEP 1 B. Preventing Defect Outflow to Market/Customer
B. (3) - Establish a procedure to check the quality of repair part and repair skill training .
No. 13 - Repairing skill evaluation method.

Check 1) Part repair 2) Judgement 3) Repairing 4) Operator skill 5) Mark on part 6) Confirmation part after
Point: criteria standard repaired

Criteria:
❺ Identify mark on part (after repaired)
❹ Identification operator skill for
repairing

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STEP 1 B. Preventing Defect Outflow to Market/Customer
B. (3) - Establish a procedure to check the quality of repair part and repair skill training .
No. 13 - Repairing skill evaluation method.

Check 1) Part repair 2) Judgement 3) Repairing 4) Operator skill 5) Mark on part 6) Confirmation part after
Point: criteria standard repaired

Criteria:
❻ Item check problem (Effect from repair point)

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STEP 1 B. Preventing Defect Outflow to Market/Customer
B. (4) - Manage henkaten at the time of Engineering Change (ECI)
No. 14 - PCR and ECI management.

Check 1) Process or Engineering change 2) follow up the progress

Point:

Criteria: PCR : Process Change Request

❶ Operation procedure (with clear identify lead time for each process) ECI : Engineering Change Instruction

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STEP 1 B. Preventing Defect Outflow to Market/Customer
B. (4) - Manage henkaten at the time of Engineering Change (ECI)
No. 14 - PCR and ECI management.

Check 1) Process or Engineering change 2) follow up the progress

Point:

Criteria: PCR : Process Change Request

❷ Log book or visualization board (PIS, QCPC, WI, SDS and etc) ECI : Engineering Change Instruction

1. Follow up progress

Control PCR& ECIwith Board

3 2

Detail No. 2

Detail No. 3

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STEP 2 C. Preventing Defect Outflow to Following Process
C. (1) - Confirm the assurance level of functional defects through in-process inspection and complete
part inspection , QA-N (outflow prevention only).
No. 15 - Quality assurance level.
Check 1) New Issue or new item 2) FMEA or QA Net work 3) QA,RPN score ( ) 4) Action countermeasure
Point:
Criteria: RPN : Risk Priority Number
FMEA : Failure Mode and Effect Analysis
❶ Check on PIS, Control plan (QCPC)
❷ Actual with updated ❹ RPN score is down, QA
net work score is up
FMEA
PIS QCPC

❸ There is evaluation QA, RPN score

Criteria RPN
Revise

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STEP 2 C. Preventing Defect Outflow to Following Process
C. (2) - Pokayoke management (important item for outflow prevention only).
No. 16 - Pokayoke management.

Check 1) Pokayoke (sensor 2) Pokayoke point 3) Dummy 4) Daily 5) Sign status of 6) Pokayoke abnormality
Point: detection NG) map on machine test function check sheet leader procedure

Criteria:
❶ Must be Visualization pokayoke lay-out on board 1 ❷ Identification pokayoke point on machine

❸ Master
dummy with
calibration
tag

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STEP 2 C. Preventing Defect Outflow to Following Process
C. (2) - Pokayoke management (important item for outflow prevention only).
No. 16 - Pokayoke management.

Check 1) Pokayoke (sensor 2) Pokayoke point 3) Dummy 4) Daily 5) Sign status of 6) Pokayoke abnormality
Point: detection NG) map on machine test function check sheet leader procedure

Criteria: ❻ Have procedure if pokayoke abnormal

❹ Completed all items check as pokayoke map

❺ Have sign confirm and checking pokayoke status by Leader

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STEP 2 C. Preventing Defect Outflow to Following Process
C. (3) - Maintain and update standard which related to quality, e.g. drawings, inspection standards,
boundary Sample
No. 17 - Boundary sample / NG sample or part key point
Check 1) Maintenance of standard (inspection standard, 2) Boundary sample or NG 3) Issued date 4) Expire date
Point: working standard, boundary sample) sample
Criteria: ❷ Actual boundary sample or NG sample or
❶ Maintain PIS, WI and sample base on latest ECI condition Document of part key point

❸ Identification ❹ Identification
issued date expire date

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STEP 2 C. Preventing Defect Outflow to Following Process
C. (4) - Manage measuring tool and critical equipment.
No. 18 - Measurement tools control / parameter confirmation / machine maintenance or daily check.

Check 1) Tool list or 2) Calibration tag 3) Daily check 4) Sign status of 5) Procedure of inspection tools abnormality
Point: tool mapping sheet leader (include backup tools system)

Criteria: ❷ Calibration ❸ Data record

❶ Tool list or maping control with calibration plan tag on tools

❹ Leader's signature

❺ Have abnormal procedure

Torque
wrench
Info NG
peminjaman (Assy
Back up tool ke Process)
C
QC Calibration l
o
s
e

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STEP 2 C. Preventing Defect Outflow to Following Process
C. (5) - Manage material or process defect.
No. 19 - Identification of NG or suspect NG part .

Check 1) Material or process defect 2) Defect area 3) Problem record 4) Action Countermeasure
Point:

Criteria: ❸ NG problem recorded

❶ Rule or operation procedure (Level 2 ISO)

❷ Identification defect area (example: ❹There is status of countermeasure

red or yellow boxes)

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STEP 2 C. Preventing Defect Outflow to Following Process
C. (6) - Stock control (including logistics).
No. 20 - FIFO system.

Check 1) Materials store 2) WIP (Work in process) 3) FG (Finish Good) store 4) Logistic routing
Point:

Criteria:

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STEP 2 C. Preventing Defect Outflow to Following Process
C. (7) - Manage quality of supply chain.
No. 21 - Incoming part/component inspection.

Check 1) Rule of incoming part 2) Part inspection standard/WI/EIS 3) Inspection result 4) Daily record & result
Point: inspection. visualization

Criteria: ❷ There is inspection standard of each part

❶ Have rule of incoming part condition
Methode Frequenty

❸ Data updated = Frequency on PIS

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STEP 2 C. Preventing Defect Outflow to Following Process
C. (7) - Manage quality of supply chain.
No. 21 - Incoming part/component inspection.

Check 1) Rule of incoming part 2) Part inspection standard/WI/EIS 3) Inspection result 4) Daily record & result
Point: inspection. visualization

Criteria:
❹ Have daily record & result visualization of Receiving Inspection

PPM Achievement for all Sub Suppliers

Daily Achievement

Monthly Achievement

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STEP 2 C. Preventing Defect Outflow to Following Process
C. (7) - Manage quality of supply chain.
No. 22 - Conduct evaluation system & status monitoring for sub-supplier.

Check 1) Supplier Evaluation 2) Result visualization 3) Problem investigation 4) Audit plan and audit result
Point:

Criteria:
❷ Easy to get data and know status
❶ There is evaluation criteria for all supplier
(Suppliers performance evaluation)
Supplier Claim Result

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STEP 2 C. Preventing Defect Outflow to Following Process
C. (7) - Manage quality of supply chain.
No. 22 - Conduct evaluation system & status monitoring for sub-supplier.

Check 1) Supplier Evaluation 2) Result visualization 3) Problem investigation 4) Audit plan and audit result
Point:

Criteria:
❸ Supplier problem report ❹ There are plan for audit supplier and result

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STEP 3 D. Sustain Standardized Work and Skill
D. (1) - Establish a quality information sharing system (inform to each manufacturing concern process
and visualize of information & countermeasure).
No. 23 - Quality information sharing system
Check 1) Conduct asakai meeting 2) Quality info 3) KPIs control 4) Problems analysis 5) Countermeasure status
Point:
Criteria:
❸ KPIs in meeting match with policy (main, sub, process KPI)
❶ Have meeting area, rule and attendance list

❷ Share quality information to all concern (ex: production, maintenance, etc.)

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STEP 3 D. Sustain Standardized Work and Skill
D. (1) - Establish a quality information sharing system (inform to each manufacturing concern process
and visualize of information & countermeasure).
No. 23 - Quality information sharing system
Check 1) Conduct asakai meeting 2) Quality info 3) KPIs control 4) Problems analysis 5) Countermeasure status
Point:
Criteria:
❺ Display countermeasure status and follow up
❹ Easy to get data and know cause of problem

Details Bira Problem:

1. Problem, sketch
2. Analysisi why
outflow and why
occure
3. Countermeasure
4. PIC and due date
5. Monitoring and
status
countermeasure

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STEP 3 D. Sustain Standardized Work and Skill
D. (2) - Take early action and countermeasure against defects at Quality Gate (e.g. quickly feedback).
No. 24 - Investigation sheet submission.

Check 1) Establish quality gate operation management rules 2) Establish quick action, feedback and follow-up
Point:

Criteria: ❶ Have QG rule: setting of check item, NG part handling and procedure to review the item check

Socialization to members

Setting item check and review ASSY QUALITY GATE LOCATION visualize

2. Time

3. Category 4. Location
1 2
1. items problem of quality 3
gate …

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STEP 3 D. Sustain Standardized Work and Skill
D. (2) - Take early action and countermeasure against defects at Quality Gate (e.g. quickly feedback).
No. 24 - Investigation sheet submission.

Check 1) Establish quality gate operation management rules 2) Establish quick action, feedback and follow-up
Point:

Criteria:
❷ Have quick action, feedback and follow up
4. Create problem sheets
1.Record problem for specific problem (5
category)
Qty

Items problem
Progress
prob.

2. Visualize by Graphic

3. Leader Every time Confirm problem

found by Quality gate
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STEP 3 D. Sustain Standardized Work and Skill
D. (2) - Take early action and countermeasure against defects at Quality Gate (e.g. quickly feedback).
No. 25 - Traceability.

Check 1) Traceability rule 2) Traceability method 3) Data recording

Point:

Criteria:
❷ Can be trace on part or tag
❶ Rule or operation procedure
TagPart NG

TagPart OK ❸ Record data

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STEP 3 D. Sustain Standardized Work and Skill
D. (3) - Sustain fundamental skill (how to confirm skill of team member, refresh skill).
No. 26 - Inspector skill refreshment.

Check 1) Skill refreshment 2) Evaluation test methode 3) Refreshment training plan 4) Evaluation result
Point:

Criteria:
❶ Clarify the skill that need to refreshment

1. Mp outflow defect to Customer 3. Sensory Skill & Less Working Hour

2. Not obey WI

X
After TL Check
WI and found MP Job needs sensory Skill,
not follow WI (Check painting part)

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STEP 3 D. Sustain Standardized Work and Skill
D. (3) - Sustain fundamental skill (how to confirm skill of team member, refresh skill).
No. 26 - Inspector skill refreshment.

Check 1) Skill refreshment 2) Evaluation test methode 3) Refreshment training plan 4) Evaluation result
Point:

Criteria: ❷ Evaluation criteria & record

(Criteria Refreshment : Out flow, Not Follow WI, Low working Hours) 1

Step 1 : Motion test

Step 2 : Appearance Check (Visual & Sensory

Appearance Sensory
Step 3 : Check Part Sample

Check part sample (have defect)

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STEP 3 D. Sustain Standardized Work and Skill
D. (3) - Sustain fundamental skill (how to confirm skill of team member, refresh skill).
No. 26 - Inspector skill refreshment.

Check 1) Skill refreshment 2) Evaluation test methode 3) Refreshment training plan 4) Evaluation result
Point:

Criteria: ❹ Training evaluation

❸ Have plan to refreshment OP skill

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STEP 3 D. Sustain Standardized Work and Skill
D. (4) - Standardized work management by supervisors (controller).
No. 27 - Confirm work operation of supervisors in order to keep STDW.

Check 1) Confirm leader board in each line, 2) Confirm GL mission for safety, 3) Board is updated daily and follow up by
Point: content: KPI, Sub-KPI and Process KPI quality, productivity, cost and HR SPV and manager periodically

Criteria:
❶ KPI & Sub-KPI target link to company hoshin, process KPI consist ❸ Updated & signed daily by GL,
of actions to improve KPI & Sub KPI (not include Quality only)
1 SPV & periodically by Manager

Main
KPI
❷ GL has mission for Safety,
Sub Quality, Productivity, Cost & HR
KPI

Process
KPI

BIRA

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STEP 3 D. Sustain Standardized Work and Skill
D. (5) - Leave management of team member and establish back-up system (develop multi-skill personnel).
No. 28 - 4M change control (Man, Machine, Method, Material).

Check 1) Leader role 2) Training plan 3) Evaluation methode 4) Skill matrix 5) 4M control items
Point: 6) 4M board/assignment board 7) Visualization 8) Changing point record 9) C/m status 10) Skill visualization

Criteria:

1. Organization
2. Visualize Team
Members Location

3. Attendance

5. Leader Job
4. 4M changing point information Hourly

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STEP 3 D. Sustain Standardized Work and Skill
D. 5 - Leave management of team member and establish back-up system (develop multi-skill personnel).
No. 28 - 4M change control (Man, Machine, Method, Material).

Check 1) Leader role 2) Training plan 3) Evaluation methode 4) Skill matrix 5) 4M control items
Point: 6) 4M board/assignment board 7) Visualization 8) Changing point record 9) C/m status 10) Skill visualization

Criteria: ❹ Display leader skill

❶ Identification leader role ❸ There is evaluation and result

❷ Have training plan

❺ Classify 4M control items

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STEP 3 D. Sustain Standardized Work and Skill
D. 5 - Leave management of team member and establish back-up system (develop multi-skill personnel).
No. 28 - 4M change control (Man, Machine, Method, Material).

Check 1) Leader role 2) Training plan 3) Evaluation methode 4) Skill matrix 5) 4M control items
Point: 6) 4M board/assignment board 7) Visualization 8) Changing point record 9) C/m status 10) Skill visualization

Criteria:
❽ Recording changing point
❻ Board control

❾ Recording C/M of changing point

❼ Updated => know current condition ❿ Can know skill of each operator

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OTHERS OTHERS ACTIVITY

No. 29 – Activity progress and result.

Check Point: Yokoten to all Toyota Line.

No. 30 – Supporting for TOYOTA quality improvement activity

(additional score for good support).
Be the role model of Quality Improvement : Improvement leader
Check Point:
(Expertise Level #3), support TMMIN & TMCluB Activity

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SFM
UALITY Shop Floor Management
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 Revisi
No. Date Item Approved Checked Prepared

1 26/09/19 Revise Sample Check point criteria, Item no. 7, 13, 16, 26, 27, 1

Revised Summary :
Evaluation Item Check Point
No Criteria Problem/ Root Cause Action Status
Number Number
1 7)Operator skill 1) Check operator Have check sheet, ~Cycle Time not item check on Check Refreshment Criteria
management working follow plan/schedule audit, Sheet (C/T is mandatory not only Work for WI standard
Standard audit result Sequence) requirement with
Solved
caused Check sheet only already QSFM Manual Book
enough

2 13) Repairing skill 2) Judgment Criteria Can repair or can't ~Part after repair not check by QC Highlight Manual
evaluation method repair caused Only Have Repair Area already book and refreshment
enough to expertise
Solved

3 16) Pokayoke 1) Pokayoke (sensor Visualization pokayoke ~Pokayoke Map unclear (Equipment Highlight Manual
management detection NG) map lay-out on board Map only), not pokayoke visualisation book and refreshment
caused Trainee Judge Mapping to expertise
Solved
Machine already enough

4 26) Inspector skill 2) Evaluation test Evaluation criteria & ~Criteria refreshment not include on Highlight Manual
refreshment method record Evaluation Criteria (outflow, not follow book and refreshment
WI, low working hours) to expertise
Solved
caused Trainee judge by criteria &
record refreshment refer to schedule
already enough
5 27) Confirm work 1) Confirm leader KPI & Sub-KPI target ~Content of Mision Board, Quality Highlight Manual
operation of board in each line, link to company hoshin, Matters only (not iclude Safety, book and refreshment
supervisors in order content: KPI, Sub-KPI process KPI consist of Productivity, Cost & HR) to expertise
Solved
to keep STDW and Process KPI actions to improve KPI caused Trainee judge Mission Board of
& Sub KPI Quality matters already enough

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