Kaizen

kaizen

1. Kaizen = Continuous Improvement GOOD - CHANGE To improve its processes in small but meaningful ways. Kaizen was first introduced in the Toyota manufacturing plant in Japan Kaizen is a philosophy and a workplace methodology that allows everyone to take control of their work processes and improve them. “Kaizen is the tortoise compared to the western hare. It relies on long-term, long-lasting, and nondramatic changes.”

2. PDCA cycle The PDCA cycle is a system used to ensure the continuation of the kaizen principles. It is a vital part of the process . Plan refers to establishing a target and a strategy for improvement. This is a must. Without a target, how do you know if you have achieved success? Do refers to the implementation of your plan. Check is when you determine if your plan actually improved the process. Act is the process of standardizing the improved procedure so that it can be continued and so that the problem will not return.

3. QUALITY FIRST Quality is always the highest priority in a kaizen system. But quality does not only refer to the finished product, it also refers to the processes and standards that create the product. It runs through all phases of company activity: design, production, management, sales, and service. It is both the goal and the method of the production cycle.

4. One of kaizen’s biggest strengths is that it solves problems. Data is the lifeblood of the kaizen system . “THE NEXT PROCESS IS THE CUSTOMER.” If every worker embraces this philosophy, the end result will be a dramatic drop in defective products . 5S

5. THE 5 M’S 1. Manpower - Managers must know if they are completing their tasks in the right way and what the skill level of each employee is. Is the morale high, or is there a lot of absenteeism or indifference? 2 . Machines -Manager must have an excellent working knowledge of each machine and tool in his department. He must check to see if they are being regularly maintained and if they are in good working order. Are they producing high quality products? If not, is it the fault of the machine? 3 . Materials -The flow of materials is very important in kaizen. Only those materials that are needed should be in the work zone. Each workstation should have a minimum and maximum inventory level for each process. 4. Methods - standardized methods. Posted worksheets and diagrams that show the sequence and quality control for each process will help achieve proper adherence to the standard methods. 5. Measurements - How do you know if a process is running smoothly? Productions, schedules, and targets should be displayed so everyone can see if improvement is being made. Gauges should be clearly marked to show the proper operating ranges of the equipment.

6. The Kaizen Group kaizen is a group effort Kaizen will forever change the manager-worker relationship The manager’s job is now to motivate and supervise the workers. Small groups are formed to carry out various specific tasks in the workplace such as quality control, suggestions groups, ways to minimize movement, safety, or any other necessary task. Together they utilize the PDCA cycle to make small but continuous improvements to their areas.

7. CC-Zero ? Q1 - What is CC – Physical Phenomenon? Q2 -Final Inspection Doing? NO No Yes Q3 -What is Inspection Method ? Visual OR Gauge OR Instrument Manual OR Auto Sampling OR 100% Q4 –Why CC From Method ? Sampling Visual – Missing / Judgment Gauge –Missing / Judgment / Static Manual – Missing / Judgment Q5 – Final inspection method change? Explain new Inspection Method and DO. Start Final Inspection ? Yes No In-process Inspection? Yes No What is Kaizen idea / Poka-Yoke at Process? - Explain 100% Prevention Possible? No No What is change in Kaizen Idea / Poka -Yoke at Process ? 100% Incoming Inspection ? CC NOT ZERO Cases A (Ref.Annexure 2-Page 3) Yes Ref.- Q3 & Q4 In-process Insp. Method Change? Yes No Yes Page -2

8. Kaizen Process

9. PDCA Cycle & Kaizen

10. 10 Kaizen Theme : 1. Idea : 10. Zone No : 3. Line No. Area / Machine 4. Problem / Present Status : 2. Countermeasure : 11. Before : 7. After : 13. Current status : 5. Target : 6. Kaizen Start On : 16. Kaizen Finished On : 17. Team Members : 18. Result : 14. Kaizen Sustenance : 19. Analysis : Why 1 : Why 2 : 8. Why 3 : Why 4 : Line / Area /Mc Resp Tgt. Date Benefits ( P,Q,C,D,S,M) : 15. 20. Root Cause : 9. Registration No. : 21. Registration Date : Registered By : Members Sign. : JH QM PM KK SHE E&T OTPM 1S,2S POKAYOKE EMS Defects A/B/C Kaizen Sheet 12 ..

11. Kaizen Sheet Do’s & Don’t s. Sr. No. Pillar Loss Theme 1. QM Customer Complaint Happened Case : To Eliminate the Customer Complaint of ‘Horn Continuous ON’ Not Happened Case : To Prevent the Customer Complaint of ‘Horn Continuous ON’ 2. QM In -house Defects Happened Case : To Eliminate/Reduce the Process rejection of Short Moulding Not Happened Case : To Prevent the Process rejection of Less Powder 3. PM Breakdown Happened Case : To Eliminate the breakdown of Conveyor Chain. Not Happened Case : To Prevent the Breakdown of Laddler . MTBF : To Decrease the Maintenance Cost. To increase the MTBF. MTTR : To Decrease The MTTR. 4. KK. Positive Losses : To Reduce the Setup change Loss Negative Losses : To Eliminate the Minor Stoppages/Startup Loss/Reduced Speed Loss. 5. JH Forced Deterioration To Eliminate/Reduce the cleaning time. To Eliminate the Sources of dust/contamination/Forced deterioration. To Eliminate/Prevent the Breakdown due to Poor JH. 6. SHE Accidents Happened Case : To Eliminate the accidents Not Happened Case : To Prevent the accidents Block No.1. : Kaizen Theme

12. Block No.2.: Problem/Present Status : Write actual description of breakdown phenomenon in case of breakdown Kaizen. Write actual inhouse rejection phenomenon in Switch in case of defect Kaizen. Write actual complaint as felt by customer with Rinder and Customer part no. Block No.3: Zone No. /Cell : Write the Zone No/ CELL. Block No.4: Line No./ Area / M/c No: For Assembly write Line No. For Part production write M/c No. For other areas write Department. Block No.5:. Current Status The current status of problem before kaizen being done. For eg .: No . of breakdowns. No. of defectives. No. of customer complaints. Hours lost. Kaizen Sheet Do’s & Don’t s.

13. Block No.6: Target: For inhouse rejection - 0 For breakdowns - 0 For Customer complaint - 0 Block No.7.: Before: Photograph with 2 or 3 bullet points showing undesirable features which result into cause of failure mode (Root cause). Block No.8: Why/Why analysis. The Kaizen Theme or Countermeasure (Problem solution) should not appear in the analysis part. Block No.9: Root Cause : Emerging from Why,why analysis… More interference observed between rivet OD and Hole ID Kaizen Sheet Do’s & Don’t s.

14. Block No.10.: Kaizen Idea: Exactly opposite of Root cause without mentioning actual Countermeasure….. For eg : Root cause : Sharp corners Ides : No Sharp Corners. Block No.11. Countermeasure: Write ‘How’ the change is being made and in the past tense. For eg .: Provided 0.1 mm radius Block No.12: TPM Pillar The TPM Committee who has initiated the Kaizen. Block No.13.: After: Photograph with 2 or 3 bullet points showing desirable changes made/ features added resulting into elimination of root cause. Both photographs must be from same angle. Back ground must be same. Same size. Use contrasting background to object. Take photograph of desirable object only and ensure that all surrounding objects do not appear. Do not use bins or other non relevant things to support the object . Kaizen Sheet Do’s & Don’t s.

15. Block No.14: Result: Normally opposite of PROBLEM AND PRESENT STATUS. Trend must be shown graphically. In graph appropriate units must be used Hrs / Hrs /month/ Nos /month etc. Block No.15: Benefits : Always convert result area into Rs . as money saved due to elimination of defects ie . Wasted money. On account of increased productivity. due to Plant uptime…Breakdown Kaizen. on account of handling of customer complaint. Positive side-effects of kazien …non measurables . Morale of people potential complaint eliminated. Block No.16: Kaizen Start On: Write date on which Kaizen started. Block No.17: Kaizen Finished On: Write the actual date on which the Team had finished the Kaizen . Kaizen Sheet Do’s & Don’t s.

16. Block No.18: Team Members : Team should not be more than 4 to 5 members. Do not write general terms For eg . All members of Assembly Line/ Moulding Block No.19: Kaizen Sustenance : Describe the sustenance measures For eg .: Check List,Monitoring Sheets, Standards, SOP’s etc., Block No.20: Scope And Plan For Horizontal Deployment(HD).: Scope Must be identified across the department/factory/units. If there is no scope for HD write NA . Block No.21: Kaizen Registration : Register the Kaizen with the respective TPM pillar chairman. RULES: All general information blocks must be filled All 21 blocks must be filled. Use standard font all across. Do not write text in capitals. Use standard colour (black) all across. Use same vocabulary for a noun/pronoun all across . Kaizen Sheet Do’s & Don’t s.