Improve Productivity, Quality, Safety, Moral of Workforce Along With Reduce Cost & Response Time With

Improve Productivity, Quality, Safety, Moral of Workforce along with Reduce Cost & Response time with
KAIZEN Activities.
Prepared by :- Mr. Deepak Sahoo , TPM Consultant
Presented by : - Mr. Deepak Sahoo
Day Plan
Start time 3PM End Time : 6 PM
Kaizen Part 1 Kaizen Part 2

Break time
3 PM 4.30 PM 4.50 PM to 6 PM
@ 4.30 PM for 20 minutes
Agenda
What is Kaizen ? Change Process SGA SMED and Kaizen Tools Kaizen Process 16 Major losses Kaizen Pillar - Details
Kaizen
Make it better! Make it faster! Make it cheaper!

Lets spend a few minutes and talk about how we might make things: better, faster and/or cheaper.
What is Kaizen and its Objective? KAIZEN :
Change for Good OBJECTIVE :

TO MAXIMISE OVERALL EFFECTIVENESS OF THE PLANT AND PROCESS BY ELIMINATION OF ALL LOSSES AND TO REDUCE COST OF PRODUCTION THROUGH SMALL GROUP ACTIVITIES
More About Change Process

The change process starts by
Demonstrated change in the management. Setting up a new management system and process that reflects new approach and mind set. Implementing, achieving and sustaining activities in line with new mindset
PLAN
Management creates policy and provides the vision and mission.
SHARE Share with employees
UNDERSTAND Employees understand the vision of Management
Process of change start
Change !!!!!
NAME
Customer orientation
FROM
Company Driven Output Inspection
TO
Customer Driven Input Setting
Operational Processes
People processes People skills Decisions
Individual Effort
By pass problem Unilateral Managing
Team Effort
Finding Solution Consultative / Empowered Leading
Leadership
Management Style
Delegation
Empowerment
Kaizen Thinking. Leaders are most important for bringing change in an organization.
Environment makes people ! If environment changes, people change.
Team and SGA ?

A collection of Peoples A Team Leader and some peoples
A group of guys
A team is a collection of people related to one another who share a common objective and work in a collaboration with one another to achieve a common target.
Team Leader is the Eyes & Ears of Team Every team has a leader and members. A team leader
First remove his Hat outside. Has need for improvement Sets targets for the team Good communicator Good coordinator Works as a member Resource person for the members Understands teams strengths and weaknesses Has counseling skills
How SGA will be success.

Skills Resource Action plan Action plan Rewards
Confusion Anxiety Frustration No Start Slow Change
Vision
Resource
Rewards
Vision
Skills
Action plan
Resource Action plan Action plan
Rewards
Vision
Skills
Rewards
Vision
Skills
Resource
Vision
Skills
Resource
Rewards
Change
Kaizen Data Analysis Tools

WhyWhy
Fish Bone
Value Mapping
SMED
Trend
Analysis
80:20
GAP
Process Matrix
OEE
Loss Cost Structure
TPM is Double S for sustained implementation
Slow & Steady
Sweet
Kaizen: The jargon

5S - This refers to the five Japanese words seiri, seiton, seison, seiketsu, shitsuke. These represent guidelines to organize and manage the workspace in such a way, that a visual controlled and efficient production becomes possible. The key target of 5S is to keep the workplaces clean and organized.
First time right - This expression emphasizes the importance of doing things correct the first time. After all, rework will reduce the Overall Equipment Effectiveness! Gemba - Gemba is a Japanese term for place where it happens, here this is the manufacturing floor. The saying go to the gemba" means that managers should visit their shopfloor frequently to discover problems and to help to realize improvements. Labeling - Labeling involves the marking of things that are desired or not. Labeling methods vary from cards with desired repair-actions and target dates on it, to marking the correct position of a temperature indicator. One Point Lesson (OPL) This is a best practise operation procedure written down on a sheet of A4, for example simple (visual) instructions to set-up, inspect and/or maintain certain machines. The aim is to standardize operating procedures, as a foundation for improvement. One Point Lessons are also used to describe suggestions for improvements, which are then (before implementation) subject to discussion and possible adaptation by all the people involved.
Kaizen: The jargon
Overall Equipment Effectiveness (OEE) - This index number for the machine efficiency is multiplication of several sub-indicators, which all have a value between 0 and 1, and 100%. Usually, at least the following sub-indicators are included in the OEE: The machine availability A = (scheduled production time standstill)/( scheduled production time) The relative machine performance P = (average processing time)/(fastest possible processing time) The Quality Q = the fraction approved products In that case, OEE = A x P x Q x 100%. It is possible to add extra sub-indices at will, such as the supply performance S. By doing that, the definition of the OEE can be stretched to such an extent, that it is better to rename it to Overall Factory Efficiency (OFE). Pareto - This is the concept that 20% of the causes are usually responsible for 80% of the consequences (like machine-failures resulting in a low OEE)
SGA or Small Group Activity - A multi-disciplinary improvement group, with for example engineers, operators and quality inspectors, tries to solve one specific problem that is responsible for a low OEE-value. SMED - This acronym stands for Single Minute Exchange of Dies. SMED was invented by Shigeo Shingo at Toyota. He claimed that molds for forming automobile bodies should be exchangeable within ten minutes. Later, this concept widened to reduce machine set-up times in general. In TPM the aim is to increase the OEE, by reducing the standstill time. SMED is also applied in Lean manufacturing.
Kaizen Pillar Objective :

TO MAXIMISE OVER ALL EFFECTIVENESS OF THE PLANT AND PROCESS BY ELIMINATION OF ALL LOSSES AND TO REDUCE COST OF PRODUCTION THROUGH SMALL GROUP ACTIVITIES
Focus on 16 Major Losses
Formula 1 Case study

Can you guess how much time F1 Car stops for PIT STOP ? 5 mins 3 mins 1 mins 30 secs Less than 5 Sec.
Tyre Changeover time
5 to 10 mins
5 to 10 seconds
F1 in 1957 video
Ferrari Pit Stop in 2008 video Slow Motion
Kaizen Results Tools Used SMED

Application
1.
2. 3.
Before
8 hrs
24 hrs 75 mins
After
58 sec
2.7 mins 3 mins
Toyota Bolt Maker

Mitsubishi Borer Hitachi Die Cast
4.
HP IC insert
30 mins
3 mins
SMED : Single Minute Exchange of Dies

HIGH
TRANSFER LINE
SPECIAL SYSTEM
FLEXIBLE MANUFACTURING SYSTEM
VOLUME
MANUFACTURING Cells STD. AND GEN. MACHINERY LOW
VARIETY
HIGH
Value-Adding & Non-Value Adding Activities

Non-value adding Those operations or activities that take time and resources but do not add to the value of the product which is sold to the customer
Value-adding An operation that transforms, converts or changes a product towards that which is sold to a customer
Definition of Value
Essentially, value" is anything that the customer is willing to pay for.
More About SMED
SMED (Single Minute Exchange of Dies) indicates the changeover time to be reduced to single digit minutes, i.e. less than 10 minutes
SMED is one of the core concepts of TPM, JIT and Lean manufacturing Developed by Shigeo Shingo, during his efforts to help the industry from 1950 to 1969 Conceptual Stages of Changeover Time Reduction: Preliminary Stage: Internal and External Activities are not separated Stage 1: Separating internal and external activities Stage 2: Converting internal to external setup Stage 3: Streamlining all aspects of the setup operation
Traditional Assumptions
Skill, knowledge and experience of operator is essential Large lots essential to compensate for high set up time Economic order quantity is the optimum balance
These ideas, once believed to form the basis for rational production policies, are flawed. They are based upon the unspoken assumption that changeover or set up time cannot be massively reduced
3 Stage of SMED
Separate Internal and External Setup
Convert Internal Setup to External Setup Streamline Internal and External Elements
Setup Reduction
Critical Analysis of all internal activities

What is the purpose
Combine / Change Time / Sequence
How is it being done
Ask Five Whys for each W & H
When is it required to be done?
Combine / Change Person
Who is doing it?
Where is this being done?
Combine / Change Location / position
Standardize the mechanical work

Tooling supplies are clearly labeled Tooling supplies are neatly assigned a unique location.
Steps to reduce time examples.
Kaizen Pillar Aim ?

Kaizen pillar targets to reduce the losses in P (Productivity) Q (Quality) C (Cost), D (Delivery) S (Safety) M (Morale)
Systematic implementation of Kaizen
Process
1) 2) 3) 4) 5) Select the topic. Form a Project Team Register the Topic. Implement the improvement Evaluate the results
Seven Steps of Kaizen (KK Pillar).

Select improvement topic
Understand the situation Expose and eliminate abnormalities Analyze causes Plan Improvements Implement Improvement
Check results
Consolidate gains

Step - 0
Select improvement topic

Select and register topic Form project team Plan activities
Step - 1
Understand the situation

Identify bottleneck process Measure failure, defects and other losses Use baselines (Bench Mark) to set targets

Step - 2
Expose and eliminate abnormalities

Thoroughly study and expose abnormalities Restore deterioration and correct minor flaws Establish basic equipment condition
Step - 3
Analyze causes
Stratify and analyze losses Apply analytical techniques (why-why analysis, PM analysis, Fault tree analysis, Value analysis, JIT, TPS ) Conduct experiments, apply specific technology, fabricate prototypes

Step - 4
Plan Improvements
Make improvement proposals and prepare formal draft. Compare cost effectiveness of alternate proposals and make budget Check for possible adverse effects and disadvantages
Step - 5
Implement Improvement
Carryout improvement plan Perform tests, trial runs Provide instructions to work on improved equipment, operating conditions

Step - 6 Check results
Evaluate results with time as improvement project goes on. Check whether targets have been achieved or not. If not, start from step3 again
Step - 7

Consolidate gains
Prepare Control standards. Formulate work standards and manuals Train operators and or fitters to sustain the results Prepare for maintenance prevention program.

Step-0 Step-1 Step-2 Step-3 Step-4 Step-5 Step-6 Step-7 Select improvement topic Understand the situation Expose and eliminate abnormalities Analyze causes Plan Improvements Implement Improvement Check results Consolidate gains
Achievements - 1
Plant OEE - Productivity
90 80 70 60 50 40 30 20 10 0 1200
Machine Down Time

1000
1,064 642 400
63
72
80
800
600 400 200 0
2010
2011
2012 (EXPECTED)
2010
2011
2012 (EXPECTED)
R&M Budget
10804525 11756450 8000000
70
60 50 40 30 20 10 2010 2011 2012 (EXPECTED) 0
Avg. Delivery Lead Time

53
64
45
2010
2011
2012 (EXPECTED)
Achievements - 2
M/C Break Down(Major)
40
5S Score
100 90 80 70 60 50 40 30 20 10 0
35
30 25 20 15
37
83 28
90
10
5 0
11 1
2010
2011
2012 (EXPECTED)
2010
2011
2012 (EXPECTED)
Inventory - Spare Parts

90 80 70 60 50 40 30 20 10 0 600
Number of Suggestions
500 364
500
80 55
50
400
300 200 100
10
2010 2011 2012 (EXPECTED)
2010
2011
2012 (EXPECTED)
Achievements - 3
R&M Budget in USD for resins plant
10804525 11756450
Energy Consumption - KWH

6500000
7873514
6782805
8000000
2010
2011
2012 (EXPECTED)
2010
2011
2012 (EXPECTED)
Web matrix
100 80 60 40 20 0
73.6
95
10.8
2010 2011 2012 (EXPECTED)
16 Major losses that KK Pillar will address.
Topic Registration Form

Topic Registration Form
To Chairman, F.I. Committee Date 10 th July 2012 Topic counter majors against foreign particles in product conveyor system Type of Loss Quality loss Planned duration jul 12 to Sept 12 Leader - ABC Scheduled Meetings : 1pm to 3 PM every Monday From No.1 Production section, Prod. Dept. Document controller - CDF Prepared by XYZ Responsible Project Team Members - ABC1 ABC 2 ABC3
Step - 2
Action Plan
Name OCT12 NOV12 DEC12 JAN13 FEB13
Team Formation Trained the Team about SGA Feasibility study Collection of current and Previous Data Gap Analysis and finding's Value Mapping for each Suggestion Draft the implementation plan Distribute responsibilities among team
Implementation and Review the Progress

SGA Valuation and Scope identification Rewards and Plan for Phase - 2 Prepared by :- Mr. Deepak Sahoo , TPM Consultant
FI : KPI Tracking Sheet

51.0% 47.9%
40.1% 39.0% 35.5% 31.5% 26.0% 40.0% 37.8% 29.6% 39.1%
32.8%
Facilities Inspection KPI Month wise
Oct'11
Nov'11
Dec'11
Jan'12
Feb'12
Mar'12
Apr'12
May'12
Jun'12
Jul'12
Aug'12
Sep'12

FI Points Received on Dept. Wise ( Quarterly basis )
5% 9% 9%
1%
Civil Electrical HVAC
45%
logistics
10%
Mechanical
instrumentation
21%
Operation

68.7%
70.0% 60.0%
50.0%
46.4%
49.3%
51.4%
48.1%
40.0%
28.0%
30.0% 20.0%
25.5%
10.0%
0.0%
Civil
Electrical
Civil Electrical
HVAC
HVAC
logistics
logistics
Mechanical
instrumentation
Operation
Operation
Mechanical
instrumentation

100.0% 90.0% 80.0%
70.0%
60.0% 50.0% 40.0%
30.0%
20.0% 10.0% 0.0% Civil Electrical HVAC FI KPI in Sept'12 logistics Phase 1 Target Mechanical instrumentation Phase - 2 Target Operation
Phase 1 Plan Existing Presentation 6D more focus on Electrical; we will customized to all dept. Create Awareness to Civil & Logistic team. FI KPI GAP Analysis to be done in each department.
FI : Phase 1 Dept. wise Target

FI KPI - Sept'12 Month 86.0% 82.8% 78.5% Target (Phase - 1)
85.0% 78.8% 77.3%
60.0% 55.8%
50.4% 43.8%
52.3%
40.0%
28.4%
12.2%
Civil
Electrical
HVAC
logistics
Mechanical
instrumentation
Operation
FI current Status. Plan Implement improvement Check Results Consolidate gain
Easy to clean
SOURCE OF CONTAMINATIONS
Usage of localised guards
Easy to lubricate
Oil Localization
Before After
Localised gaurds
The return oil flow from the feed drive gears splash and spread all around the open space inside the machine there by getting contaminated. To avoid the contamination, the return oil flow is channalised from the feed drive gears directly to the lubrication tank
EASY TO LUBRICATE
Before
Difficult to Lubricate the oil to gear box
After
Easy to Lubricate the oil to gear box
Easy to Inspect
THEME:
To reduce Inspection time
LOSS NO. 8A
KAIZEN
LOSS STRUCTURE: Inspection Time Reduction IDEA: To bring the pressure gauge for K.O. system outside the machine for easy inspection COUNTERMEASURE: Before After
MACHINE:
10B3S KAIZEN START 10.05.2001 KAIZEN FINISH 25.05.2001
TEAM: J. Sriram Karunairaja Franklin Sivakumar Ramalingam BENEFITS :
BENCH MARK TARGET PROBLEM:
30 sec / Day 2 sec / Day
Time saving = 28 sec / Day
Inspection is very difficult and taking more time in the pressure gauge for K.O. system
Man hours saved per year = 15 hours
Pressure gauge Inside the M/c
Pressure gauge Outside the M/c Easy to Inspect
Other Benefits Inspection becomes easy
Difficult to Inspect
ANALYSIS:
WHY 1 Problem : Inspection is difficult WHY 2 Pressure gauge kept inside the machine
15
RESULT:
Sec. 30 sec / change
30
HORIZONTAL DEPLOYMENT :
WHY 3 By machine design
Inspection is very difficult and it is taking moretime in pressure gauge for K.O. system
Better
No of Areas Identified
2 sec / Day
0
: 5 Nos.
Implemented : 5 Nos.
Before
After
DIFFICULT TO INSPECT- EASY TO INSPECT

Before After
Difficult to Inspect the belt Easy to Inspect the belt condition condition Prepared by :- Mr. Deepak Sahoo , TPM Consultant
VISUAL CONTROLS
Activity
Symbol
Tools
CLEAN
LUB INSPECTION
I S NOC
Indication marks for nuts & bolts
Indication for valve controls
Fan to indicate the function of Chiller Unit
Arrow sign for indicating the rotating direction of Motor
Thank You !!!!
Any Question ?
Connect With Me @ Mobile :- +974 3370 8982 Email :- dksahoo2@gmail.com

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Improve Productivity, Quality, Safety, Moral of Workforce along with Reduce Cost & Response time with

Presented by : - Mr. Deepak Sahoo

Kaizen Part 1 Kaizen Part 2

@ 4.30 PM for 20 minutes

Prepared by :- Mr. Deepak Sahoo , TPM Consultant

Prepared by :- Mr. Deepak Sahoo , TPM Consultant

Make it better! Make it faster! Make it cheaper!

What is Kaizen and its Objective? KAIZEN :

Change for Good OBJECTIVE :

Prepared by :- Mr. Deepak Sahoo , TPM Consultant

More About Change Process

SHARE Share with employees

UNDERSTAND Employees understand the vision of Management

Process of change start

Prepared by :- Mr. Deepak Sahoo , TPM Consultant

Prepared by :- Mr. Deepak Sahoo , TPM Consultant

Environment makes people ! If environment changes, people change.

Prepared by :- Mr. Deepak Sahoo , TPM Consultant

Team and SGA ?

Prepared by :- Mr. Deepak Sahoo , TPM Consultant

How SGA will be success.

Confusion Anxiety Frustration No Start Slow Change

Prepared by :- Mr. Deepak Sahoo , TPM Consultant

Kaizen Data Analysis Tools

Loss Cost Structure

Prepared by :- Mr. Deepak Sahoo , TPM Consultant

TPM is Double S for sustained implementation

Slow & Steady

Prepared by :- Mr. Deepak Sahoo , TPM Consultant

Kaizen: The jargon

Prepared by :- Mr. Deepak Sahoo , TPM Consultant

Kaizen: The jargon

Prepared by :- Mr. Deepak Sahoo , TPM Consultant

Kaizen Pillar Objective :

Focus on 16 Major Losses

Prepared by :- Mr. Deepak Sahoo , TPM Consultant

Formula 1 Case study

Prepared by :- Mr. Deepak Sahoo , TPM Consultant

Tyre Changeover time

Prepared by :- Mr. Deepak Sahoo , TPM Consultant

Prepared by :- Mr. Deepak Sahoo , TPM Consultant

Ferrari Pit Stop in 2008 video Slow Motion

Prepared by :- Mr. Deepak Sahoo , TPM Consultant

Kaizen Results Tools Used SMED

Toyota Bolt Maker

Prepared by :- Mr. Deepak Sahoo , TPM Consultant

SMED : Single Minute Exchange of Dies

MANUFACTURING Cells STD. AND GEN. MACHINERY LOW

Prepared by :- Mr. Deepak Sahoo , TPM Consultant

Value-Adding & Non-Value Adding Activities

Prepared by :- Mr. Deepak Sahoo , TPM Consultant

Essentially, value" is anything that the customer is willing to pay for.

Prepared by :- Mr. Deepak Sahoo , TPM Consultant

More About SMED

Prepared by :- Mr. Deepak Sahoo , TPM Consultant

Prepared by :- Mr. Deepak Sahoo , TPM Consultant

Prepared by :- Mr. Deepak Sahoo , TPM Consultant

Critical Analysis of all internal activities

Combine / Change Time / Sequence

How is it being done

Ask Five Whys for each W & H

When is it required to be done?

Combine / Change Person