tpm conference - jipm - nakano
DESCRIPTION
NakanoTRANSCRIPT
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Optimizing TPM from the Optimizing TPM from the
Shop Floor to the Boardroom Shop Floor to the Boardroom
-- TPM Trends TPM Trends --
Kinjiro akanoKinjiro akanoExecutive Vice PresidentExecutive Vice President
JIPM Solutions Co., Ltd.JIPM Solutions Co., Ltd.
Nov. 29, 2007
Chicago
JIPMSJIPMSJIPMS
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Lean Manufacturing
and TPM
What is Lean Manufacturing ?
-
1980s Severe Competition with Japanese automobile
companies
1985 Start Research and study: IMVP (International
Motor Vehicle Program) by MIT
1990 The Machine that Changed the World report
1991 Focus Study: Toyota Production System (TPS)
TPS defines Seven Muda (wastes) and works to reduce
them thoroughly.
Muda was analogous to the fat of a company and
Toyota tried to establish a production system that would
trim the fat. That literally meant lean.
Lean Manufacturing is the leaner and meaner production
system accomplished by eliminating Muda
K. Nakano, JIPM Solutions
Background of Lean
-
MPlant
To obtain lean conditions, how you trim the fat is
critical.
In other words, the practical activity and approach for lean
is essential.
TPM is the effective theory for establishing a lean
manufacturing system, as it has step-by-step programs to
eliminate and prevent losses.
TPM is the Japanese management methodology that puts
high value on practicing waste elimination and kaizen
activity, which originated in Japanese automobile industry.
K. Nakano, JIPM Solutions
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Mass Production Lean Production
OverviewOverviewOverviewOverview Minimize production costs by mass production
Improve efficiency and reduce costs
by elimination of waste
Product VarietyProduct VarietyProduct VarietyProduct VarietyLess variety More variety
Production VolumeProduction VolumeProduction VolumeProduction Volume Determine production volume according to production capacity
Produce the quantity customer
ordered
Production LineProduction LineProduction LineProduction Line Flow in Large numbers Flow in needed numbers
Product Defects HandlingProduct Defects HandlingProduct Defects HandlingProduct Defects Handling Hard to stop the line Stop the line and identify the root causes of the issues
Relation with SuppliersRelation with SuppliersRelation with SuppliersRelation with SuppliersShort-term and remotely related Long-term and closely related
WorkerWorkerWorkerWorkers Positions Positions Positions Position Variable cost type Fixed cost typeWorkWorkWorkWork Simple work most people can do Works needed skill trainingEducation of WorkerEducation of WorkerEducation of WorkerEducation of Worker Few skill training Planned & systematic training
Differences Between Mass Production and Lean Production
K. Nakano, JIPM Solutions
Mass Production Versus Lean Production
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Basic Principles and common keywords in TPS and TPM
Basic Prin
ciples
Production technology
contribution
Thoroughly
Eliminate Wastes
Prevention Practice
Hands-on, shop-floor
approach
Participative
Management and
Respect for Labor
Profitable IE
Profitable TPM
Waste of Overproduction Waste of WaitingWaste in ConveyanceWaste in ProcessingWaste of InventoryWaste of MotionWaste of Defects
Breakdown LossChangeover & Adjustment LossCutting-tool Replacement LossStartup Loss Minor stops & Idling LossSpeed Loss Quality Defect & Rework Loss
Poka-yokePrevention rather than cure
Preventive MaintenanceCorrective MaintenanceMaintenance Prevention
KanbanVisual Mgt.Andon
Multi-Process HandlingParticipation in production system establishment.
Rewarding job
Pursuit of optimal conditionsVisual controlF-TagTPM Activity BoardAutonomous MaintenanceZero Losses Involve everyone
Change equipment, people
K. Nakano, JIPM Solutions
TPS & TPM
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EssenceEssence of TPMof TPM
Developing People Leads to Good ManufacturingDeveloping People Leads to Good Manufacturing
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History of TPM
1954 Preventive Maintenance Research in JMA1961 Maintenance Management Group1969 JIPE (Japan Institute of Plant Engineering)1971 TPM1972 JIPM(Japan Institute of Plant Maintenance)2005 JIPM-S (TPM Consulting Firm Outside Japan)
TPM & JIPM / JIPM-S
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TPM Level 3
Develop the a
bility to satis
fy
the requirem
ents for perp
etual
corporate p
rosperity
Ground-Breaking TPM
Creative TPM
TPM Level 2
Establish the
ability to
respond effec
tively in the n
ew
arena of busin
ess competiti
on
Day-to-day
manageme
nt (self-man
agement)
TPM Level 1
Build a stro
ng factory
environmen
t
2-1 TPM of the 21st Century (Level 1,2,3)
A Conceptual View of the TPM Levels
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TotalOverseas
JIPMSJIPMSJIPMS
Trend of TPM Awards (1)Trend of TPM Awards (1)
0
20
40
60
80
100
120
140
160
180
200
1971
1972
1973
1974
1975
1976
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20
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100
120
WC
AdvancedSpecialSpecial
Cons' TPM 1st
Cons' TPM 2nd
1st category
2nd category
JIPM,2002
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2222 1111 5555 666614141414 9999
22222222
4141414154545454
79797979 83838383 8383838396969696
114114114114
91919191105105105105
3333 2222 6666 3333 2222 7777 5555 2222 2222 111110101010 8888 12121212 8888 14141414
16161616 16161616 22222222
51515151
2929292939393939 42424242
7171717179797979
95959595
121121121121
100100100100
130130130130110110110110
118118118118
106106106106 9494949480808080
8181818154545454
46464646
50505050
3333 2222 6666 3333 22227777 5555 2222 2222 1111
10101010 8888 12121212 888814141414 16161616 16161616
22222222
51515151
29292929
41414141 42424242
72727272
84848484
101101101101
135135135135
109109109109
152152152152151151151151
172172172172
185185185185177177177177
163163163163
177177177177168168168168
137137137137
155155155155
0
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1971
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2005
2006
2007
Domestic/
Overseas/
Total
Trend of TPM Awards (2)
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JIPMSJIPMSJIPMS
TPM AwardTPM Award--Winning factories in IndiaWinning factories in India
JIPMS,2007
9595 9696 9797 9898 9999 0000 0101 0202 0303 0404 0505 0606
11
11 33 11 77 1414 22
11 11 11 33 66 55 1717 1919 1616 1212
Total factories 110
WorldWorld
ClassClass
AdvancedAdvanced
SpecialSpecial
SpecialSpecial
ConsistencyConsistency
TPMTPM
ExcellenceExcellence
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2. Worldwide TPM
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ME
4
EU
272 USA 69
MA
4
SA 58
Af
16
Os5
Asia
272
Asia 272
ME 4
EU 272
USA 69
MA 4
SA 58
Af 16
Os 5
Asia 272
ME 4
EU 272
USA 69
MA 4
SA 58
Af 16
Os 5
JP
1585
2006
Number of TPM Awardees by Location
Asia 11
EU 15151515SA 2222
Asia 11
EU 15151515SA 2222
1996
X25
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SEIICHI NAKAJIMAWhy does TPM give Significant Results?
TPM is being deployed globally, reaching beyond differences in race, manners, custom, culture, etc.
All companies introducing TPM have achieved good results.
Products are made by people Manufacture well-selling products Innovative manufacturing facilities, technology, and systems are achieved by autonomous individuals with good morale and skills.
It is certain that this is based on the principle common to human beings, in other words, on behavioral science,research on why people work
Charging self-implementation requirement/Total-worker-participation type management (=TPM)
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Automobile
Components
Semi-
conductors
Chemicals
Plastic
Products
0 10 20 30 40 50 60 70 80 90 100 110 120 130 140
Average Cost-Benefit of TPM by Industry
Units 100M
Amount saved through TPM
Amount invested in TPM
Cost Benefit of TPM
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Human behavior factors A H Maslows 5-
stage hierarchy of human needs
Work is a type of psychological therapy
for satisfying our desire for self-
actualization.
People and work are in a cyclic
relationship; people grow and develop
through their work, bringing prosperity
to their companies, and that prosperity
leads to further individual development.
When people find a purpose in life
through their work, they become ever
more passionate about it.
The Theoretical Background to Team Activities (QC
Circles, ZD Groups, Jishu Kanri, etc.)
BehavioralBehavioral Science Science The Theoretical Background of TPMThe Theoretical Background of TPM
SELFSELF--ACTUALIZING MANAGEMENTACTUALIZING MANAGEMENT
Safety needs (job and income security)
Self-fulfillment needs(using ones talent)
Social needs (a sense of belonging)
Ego or esteem needs(self-respect)
Physiological needs (sleep, food, etc.)(Based on AH Maslows writings on self-actualizing
management)
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TPM
SEIICHI NAKAJIMA
(ew Patterns of Management by Rensis Likert, 1964)
Linking Pin Function
New Management Pattern New Management Pattern Linking Pin FunctionLinking Pin Function
Factory General MangerFactory General MangerFactory General MangerFactory General Manger
Department MangerDepartment MangerDepartment MangerDepartment Manger
Area MangerArea MangerArea MangerArea Manger
Line MangerLine MangerLine MangerLine Manger
Team LeadersTeam LeadersTeam LeadersTeam Leaders
General EmployeesGeneral EmployeesGeneral EmployeesGeneral Employees
Factory TPM Steering Factory TPM Steering Factory TPM Steering Factory TPM Steering CommitteeCommitteeCommitteeCommittee
Department TPM Department TPM Department TPM Department TPM MeetingsMeetingsMeetingsMeetings
Area TPM Area TPM Area TPM Area TPM MeetingsMeetingsMeetingsMeetings
ShopShopShopShop----Floor Teams Floor Teams Floor Teams Floor Teams (PM Circles)(PM Circles)(PM Circles)(PM Circles)
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Behavioral Science
(Preventive Maintenance)(Productive Maintenance)Prevention
Zero Breakdown ProductivityCost Down
Zero Defect
Do it right the first timeQC Circle etc.
Eupsychian Managementby A.H. Maslow
The Human Side of Enterpriseby Douglas McGregor
New Patterns of Management by Rensis Likert
etc
Small Group Activity
The Origin of TPMThe Origin of TPM
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The Aim of TPMImprove the company by improving its people and its equipment
+
Improve The Company
---- Develop people with the skills required for
todays highly-automated factories----
1. Operators: Do Jishu-Hozen (AM)
2. Maintenance staff: Do advanced, specialised maintenance
3. Production engineers: Plan maintenance-free equipment
Improving the
People
1) Raise OEE by improving the equipment currently in use
2) Design new equipment for minimum life-cycle cost and
vertical startup
Improving the
Equipment
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SEIICHI NAKAJIMA
Definition & Basic Concepts of TPMBasic Concepts of TPMBasic Concepts of TPM
2.2.Preventive philosophy Preventive philosophy (preventive action)(preventive action) MPMP--PMPM--CMCM
3.3.Participation of all Participation of all members members (Management (Management participation/Respecting participation/Respecting people)people) Overlapping small Overlapping small
group, group, JishuJishu Hozen by Hozen by operatorsoperators
4.4.Principle of actual scene Principle of actual scene and actual thingand actual thing What should beWhat should be for for
facilities and work, facilities and work, visual management, visual management, clean workplacesclean workplaces
5.5.Renewing common senseRenewing common sense Continued evolution Continued evolution
and growth of views and growth of views and thinkingand thinking
1.1.Create a profitCreate a profit--making making corporate culturecorporate culture Pursuit of economy, Pursuit of economy,
zero accidents, zero zero accidents, zero defects, zero failuresdefects, zero failures
1. Aiming to create corporate culture that optimizes
efficiency of production systems (Overall
effectiveness)
2. Structure with an actual scene/actual thing a
system that takes preventive action against loss
such as Zero accidents, zero defects, zero
failures targeting the overall lifecycle of the
production system
3. In all departments including production, HR,
Sales and Administration Departments
4. Participation of by all members of the company,
from top management to frontline staff
5. Achieve zero loss with overlapping small-group
activities
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SEIICHI NAKAJIMA
Plant Preventive MedicinePreventive MaintenancePreventive MedicinePreventive Medicine
PhysicalPhysical
Check upCheck up
Daily maintenanceDaily maintenance InspectionInspection
(Diagnosis)(Diagnosis)
Preventive repairPreventive repair
Preventive MaintenancePreventive Maintenance
DailyDaily
PreventionPreventionEarlyEarly
TreatmentTreatment
(Early exchange)(Early exchange)
Prevent
degradation
Measure
degradation
Recover
degradation( ) ( ) ( )
))Clean, Lubricate,Clean, Lubricate,Tighten, Check, AdjustTighten, Check, Adjust((
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The Basic Approach to Zero Failure
Equipment does not go wrong by itself: people make it go wrong;
By changing the way people think and act, equipment can be made completely failure-free;
People must stop thinking about equipment beign the problem, and start thinking about themselves as agents who can stop equipment from going wrong, and eventually get rid of failure for good.
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The Principles Behind Zero Failure
Bring hidden equipment defects to light and nip them in the bud!
Breakdowns are only the tip of the iceberg
Hidden equipment defects
- Dust, dirt, contamination by
product or materials
- Wear, looseness, slackness, leaks
- Rust, deformation, scratches,
cracks
- Excess heat, excess vibration,
abnormal noise and other
abnormalities
Failure
( Preventing Breakdowns )
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F-Tagging
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Initial
Cleaning
and
Inspection
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TPM Award Onsite TPM Award Onsite AssessementAssessement
Kubota CorporationOkajima Plant
ADEKA Corporation(old Asahi Denka Co., Ltd)
Akashi Factory
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TPM Core ValuesTPM Core Values
KAIZEN
PARTICIPATION
&
Growth
MAINTENANCE
JIPMSJIPMSJIPMS
JIPMS,2006
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TPM PartsTPM Parts,,,, Concept PictureConcept PictureJIPMSJIPMSJIPMS
JIPM,2002
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TargetReduction of manufacturing costs
Build up basic strength of the manufacturing site to contribute to the company management
Reinforcement of QCD (Quality, Cost, Delivery)
Improvement of product quality and equipment development
Create safe and cheerful working environment
PartPart (Level 1) Concept (Level 1) Concept JIPMSJIPMSJIPMS
JIPM,2002
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Activity to maximize profit by eliminating and preventing constrains
and losses that impede reduction of manufacturing costs.
Inventory loss Organization loss Change over loss Defect loss Break down loss
Present
TPM -
Constra
ins of re
ducing
manufacturin
g cost
Scope of PartScope of Part (Level 1) (Level 1)
Product flow
OrderShipment
(sales)
Manufacturing site
TPM Part TPM Part
TPM Part
Logistics
Sourcing,
Resource management
Cost controlQAMaintenanceProduction
Sales,Research
Production Engineering
Production control
Development,DesignProduction process
Business process
JIPMSJIPMSJIPMS
JIPM,2002
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Target : Reduction of Product Costs
JIPMSJIPMSJIPMS
PartPart (Level 2) New Concepts & Challengers(Level 2) New Concepts & Challengers
Establish a system to reinforce and improve the foundation of themanufacturing site
Establish QCD in development, production and sales Activity of focused improvement to expand added valueActivity of Environmental management
Activity to reduce product costs (total costs) by eliminating and preventing of
constrains and losses.
Product costs = Manufacturing expense + Energy expense +
Logistic expense + Development expense + Sales
expense + General Management expense etc.
Total Cash OutflowTotal Cash Outflow
Innovative TPM approaches to make ourselves stand out from competitorsInnovative TPM approaches to make ourselves stand out from competitors
JIPM,2002
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Opportunity lost loss
Additional
construction loss
Sourcing
loss
Organization
loss
Indirect loss
TPM
TPM
Inventory
loss
Change-over
loss
JIPMSJIPMSJIPMS
Product flow
OrderShipment
(sales)
Manufacturing site
TPM Part TPM Part
TPM Part
Logistics
Sourcing,
Resource management
Cost controlQAMaintenanceProduction
Sales,Research
Production Engineering
Production control
Development,DesignProduction process
Business process
Product o
f
manufacturin
g cost
Activity to reduce product costs (total costs) by eliminating and
preventing of constrains and losses.
Scope of Part (Level 2) Scope of Part Scope of Part (Level 2) (Level 2)
JIPM,2002
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Part (Production costs) Part (Product costs)
Production siteProduction site Manufacturing ProcessManufacturing Process
Optim
ization of to
tal
manufacturing process
Production Losses in machine operation
Losses in organization for operation
Losses in materials and energy
Production Losses in machine operation
Losses in organization for operation
Losses in materials and energy
Cooperation between production
division and other divisionsSales ,e.g.) Opportunity lost, Product inventory loss
Development & Design , e.g.) Losses due to failure
to achieve new-product target costs
Sourcing , e.g.) Excess parts & materials, Losses due
to failure to achieve purchasing target costs
In Part ,we continuethe work we did in Part , while strengthening functional
links in order to optimize the
entire manufacturing process
JIPMSJIPMSJIPMS
Requirements for Part (Level 2) Requirements for Part Requirements for Part (Level 2) (Level 2)
JIPM,2002
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Forecast P
roductio
n(W
e can sell w
hatever w
e m
akeEra)
Forecast P
roductio
n(W
e can sell w
hatever w
e m
akeEra)
Productio
n to
Order
(Needed in
the o
nly m
ake what w
e can sellEra)
Productio
n to
Order
(Needed in
the o
nly m
ake what w
e can sellEra)
Coping with demand uncertainty( Only make what is needed, when it is needed )
Coping with demand uncertaintyCoping with demand uncertainty( Only make what is needed, when it is needed )
Lead TimeLead Time
Too many decision
making steps
Too many decision
making steps
Forecasting of
uncertain demand
Forecasting of
uncertain demand
BottleneckBottleneck
Find constraints and losses to improve lead time, e.g. production planning, production, sourcing,
logistics
Find constraints and losses to improve lead time, e.g. production planning, production, sourcing,
logistics
Distribute order information to
production site by improving
information processing lead time
Distribute order information to
production site by improving
information processing lead time
Establish production system to
correspondence to order without
inventory demand based
Establish production system to
correspondence to order without
inventory demand based
JIPMSJIPMSJIPMS
Direction of solutionDirection of solution
Requirements for Part (Level 2) Requirements for Part Requirements for Part (Level 2) (Level 2)
JIPM,2002
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JIPMSJIPMSJIPMS
PartPart (Level 3) (Level 3) -- New Concepts & RequirementsNew Concepts & RequirementsTargetImprovement of Cash Flow
Continue and maintain the basic strength of manufacturing site (Make it routine)Establish QCD in R&D and D&PPReinforce and improve the company-wide added value creation activitiesActivity of environmental and resource management
Activity to eliminate and prevent losses which impede total cash flow.
Re-focus from manufacturing process innovation to entire business process innovation
Re-focus from manufacturing process innovation to entire business process innovation
In part, main objective is how to make profits under the given sales amount (operation hours). However, the sales gradually go down due to the product life cycle.
In Part establishing speedy system to develop and distribute new products that increase total sales is a core activity. In addition, it aims at creating and
strengthening profitable business conditions.
JIPM,2002
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JIPMSJIPMSJIPMS
Product Flow
OrderShipment
(sales)
Manufacturing site
TPM Part TPM Part
TPM Part
Logistics
Sourcing,
Resource management
Cost controlQAMaintenanceProduction
Sales,Research
Production Engineering
Production control
Development,DesignProduction process
Business process
Scope of Part (Level 3) Scope of Part Scope of Part (Level 3) (Level 3) Activity to eliminate and prevent constraints and losses
which impede total cash flow.
TPMTPM
Constra
ins of
total cash flo
w
Opportunity lost loss
Additional construction
loss
Sourcing loss
Organization loss
Inventory loss
Change-over loss
Utilizationloss
Less than estimated
profit loss
Overheadcosts loss
JIPM,2002
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Part (Production costs) Part (Product costs)Production siteProduction site Manufacturing ProcessManufacturing Process
Losses in machine operation
Losses in organization for operation,
Losses in materialsand energy
Losses in machine operation
Losses in organization for operation,
Losses in materialsand energy
Cooperation between
production division and
other divisions
Requirements For Part (Level 3)Requirements For Part Requirements For Part (Level 3)(Level 3)
Company-wide
Collaboration
including suppliers
& customers
Sales ,e.g.)
Utilization loss
Research , e.g.)
Marketing share
of new products
Productivity of
Production site
Productivity of
Production site
Business ProcessBusiness Process
Part (Total cash flow)
Productivity of
Company
management
Productivity of
Company
management
In PartIn Part, we continue levels , we continue levels 1&2 while driving to optimize 1&2 while driving to optimize
the entire business process.the entire business process.
Optim
ization of to
tal m
anufacturing process
Optim
ization of to
tal m
anufacturing process
Production site
Production site
Optim
ize total business process
Optim
ize total business process
JIPM,2002
In Part II, we continue the work we did in In Part II, we continue the work we did in
Part Part , while strengthening functional , while strengthening functional links in order to optimize the entire links in order to optimize the entire
manufacturing processmanufacturing process
Sales ,e.g.) Opportunity lost,
Product inventory loss
Development & Design , e.g.)
Achievement loss to target cost
on new product
Sourcing, e.g.) Excess parts &
material, target cost loss to buy
JIPMSJIPMSJIPMS