Prepared by :- Mr.

Deepak Sahoo , TPM Consultant

Improve Productivity,
Quality, Safety, Moral of
Workforce along with
Reduce Cost & Response
time with
KAIZEN Activities.
Presented by : - Mr. Deepak Sahoo
Prepared by :- Mr. Deepak Sahoo , TPM Consultant
Day Plan
Start time 3PM End Time : 6 PM
Kaizen Part 1 3 PM 4.30 PM
Kaizen Part 2 4.50 PM to 6 PM
Break time @ 4.30 PM for 20 minutes
Prepared by :- Mr. Deepak Sahoo , TPM Consultant
Agenda
What is Kaizen ?
Change Process
SGA
SMED and Kaizen Tools
Kaizen Process
16 Major losses
Kaizen Pillar - Details
Prepared by :- Mr. Deepak Sahoo , TPM Consultant
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.
Prepared by :- Mr. Deepak Sahoo , TPM Consultant
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
What is Kaizen and its Objective?
Prepared by :- Mr. Deepak Sahoo , TPM Consultant
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
Prepared by :- Mr. Deepak Sahoo , TPM Consultant
Change !!!!!
NAME FROM TO
Customer
orientation
Company Driven Customer Driven
Operational
Processes
Output Inspection Input Setting
People processes
Individual Effort Team Effort
People skills
By pass problem Finding Solution
Decisions
Unilateral
Consultative /
Empowered
Leadership
Managing Leading
Management Style
Delegation Empowerment
Prepared by :- Mr. Deepak Sahoo , TPM Consultant
Kaizen Thinking.
Leaders are most important for bringing
change in an organization.
Environment makes people !
If environment changes, people change.
Prepared by :- Mr. Deepak Sahoo , TPM Consultant
Team and SGA ?
A group of guys
A collection of
Peoples
A Team Leader
and some peoples
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.
Prepared by :- Mr. Deepak Sahoo , TPM Consultant
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
Prepared by :- Mr. Deepak Sahoo , TPM Consultant
How SGA will be success.
Skills Resource
Action
plan
Rewards
Vision Resource
Action
plan
Rewards
Vision Skills
Action
plan
Rewards
Vision Skills Resource Rewards
Vision Skills Resource
Action
plan
Vision Skills Resource
Action
plan
Rewards
Confusion
Anxiety
Frustration
No Start
Slow Change
Change
Prepared by :- Mr. Deepak Sahoo , TPM Consultant
Kaizen Data Analysis Tools
SMED
Fish
Bone
Why-
Why
Trend
Analysis
80:20
Loss Cost Structure
Value
Mapping
GAP
Process
Matrix
OEE
Prepared by :- Mr. Deepak Sahoo , TPM Consultant
TPM is Double S for sustained implementation
Slow & Steady
Sweet
Prepared by :- Mr. Deepak Sahoo , TPM Consultant
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.
Prepared by :- Mr. Deepak Sahoo , TPM Consultant
Kaizen: The jargon 2
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.
Prepared by :- Mr. Deepak Sahoo , TPM Consultant
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
Prepared by :- Mr. Deepak Sahoo , TPM Consultant
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.
Prepared by :- Mr. Deepak Sahoo , TPM Consultant
Tyre Changeover time
5 to 10 mins
5 to 10 seconds
Prepared by :- Mr. Deepak Sahoo , TPM Consultant
F1 in 1957 video
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
Application Before After
1. Toyota Bolt Maker 8 hrs 58 sec
2. Mitsubishi Borer 24 hrs 2.7 mins
3. Hitachi Die Cast 75 mins 3 mins
4. HP IC insert 30 mins 3 mins
Prepared by :- Mr. Deepak Sahoo , TPM Consultant
SMED: Single Minute Exchange of Dies
TRANSFER
LINE
SPECIAL
SYSTEM
FLEXIBLE
MANUFACTURING
SYSTEM
MANUFACTURING
Cells
STD. AND GEN.
MACHINERY
V
O
L
U
M
E
HIGH
VARIETY
LOW
HIGH
Prepared by :- Mr. Deepak Sahoo , TPM Consultant
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
Prepared by :- Mr. Deepak Sahoo , TPM Consultant
Essentially, value" is anything that the
customer is willing to pay for.
Definition of Value
Prepared by :- Mr. Deepak Sahoo , TPM Consultant
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
More About SMED
Prepared by :- Mr. Deepak Sahoo , TPM Consultant
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
Prepared by :- Mr. Deepak Sahoo , TPM Consultant
3 Stage of SMED
Separate Internal and
External Setup
Convert Internal Setup to
External Setup
Streamline Internal and
External Elements
Setup Reduction
Prepared by :- Mr. Deepak Sahoo , TPM Consultant
Critical Analysis of all internal activities
Ask Five Whys for each W & H
What is the
purpose
When is it
required to
be done?
Where is this
being done?
Who is doing
it?
How is it
being done
Combine /
Change
Location /
position
Combine /
Change Time /
Sequence
Combine /
Change
Person
Prepared by :- Mr. Deepak Sahoo , TPM Consultant
Standardize the mechanical work
Tooling supplies are clearly
labeled
Tooling supplies are neatly assigned a
unique location.
Prepared by :- Mr. Deepak Sahoo , TPM Consultant
Steps to reduce time examples.
Prepared by :- Mr. Deepak Sahoo , TPM Consultant
Kaizen pillar targets to reduce the losses in
P (Productivity)
Q (Quality)
C (Cost),
D (Delivery)
S (Safety)
M (Morale)
Kaizen Pillar Aim ?
Prepared by :- Mr. Deepak Sahoo , TPM Consultant
1) Select the topic.
2) Form a Project Team
3) Register the Topic.
4) Implement the improvement
5) Evaluate the results
Systematic implementation of Kaizen
Process
Prepared by :- Mr. Deepak Sahoo , TPM Consultant
Select improvement topic
Understand the situation
Expose and eliminate abnormalities
Analyze causes
Plan Improvements
Implement Improvement
Check results
Seven Steps of Kaizen (KK Pillar).
Consolidate gains
Prepared by :- Mr. Deepak Sahoo , TPM Consultant
Select improvement topic
Step - 0
Select and register topic
Form project team
Plan activities
Understand the situation
Step - 1
Identify bottleneck process
Measure failure, defects and other losses
Use baselines (Bench Mark) to set targets
Seven Steps of Kaizen (KK Pillar).
Prepared by :- Mr. Deepak Sahoo , TPM Consultant
Expose and eliminate abnormalities
Step - 2
Thoroughly study and expose abnormalities
Restore deterioration and correct minor flaws
Establish basic equipment condition
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
Analyze causes Step - 3
Seven Steps of Kaizen (KK Pillar).
Prepared by :- Mr. Deepak Sahoo , TPM Consultant
Plan Improvements
Step - 4
Make improvement proposals and prepare formal
draft.
Compare cost effectiveness of alternate proposals and
make budget
Check for possible adverse effects and disadvantages
Carryout improvement plan
Perform tests, trial runs
Provide instructions to work on improved equipment,
operating conditions
Implement Improvement Step - 5
Seven Steps of Kaizen (KK Pillar).
Prepared by :- Mr. Deepak Sahoo , TPM Consultant
Check results
Step - 6
Evaluate results with time as improvement project
goes on.
Check whether targets have been achieved or not.
If not, start from step3 again
Prepare Control standards.
Formulate work standards and manuals
Train operators and or fitters to sustain the results
Prepare for maintenance prevention program.
Consolidate gains Step - 7
Seven Steps of Kaizen (KK Pillar).
Prepared by :- Mr. Deepak Sahoo , TPM Consultant
Step-0 Select improvement topic
Step-1 Understand the situation
Step-2 Expose and eliminate abnormalities
Step-3 Analyze causes
Step-4 Plan Improvements
Step-5 Implement Improvement
Step-6 Check results
Step-7 Consolidate gains
Seven Steps of Kaizen (KK Pillar).
Prepared by :- Mr. Deepak Sahoo , TPM Consultant
Achievements - 1
63
72
80
0
10
20
30
40
50
60
70
80
90
2010 2011 2012 (EXPECTED)
Plant OEE - Productivity
64
53
45
0
10
20
30
40
50
60
70
2010 2011 2012 (EXPECTED)
Avg. Delivery Lead Time
1,064
642
400
0
200
400
600
800
1000
1200
2010 2011 2012 (EXPECTED)
Machine Down Time
11756450
10804525
8000000
2010 2011 2012 (EXPECTED)
R&M Budget
Prepared by :- Mr. Deepak Sahoo , TPM Consultant
Achievements - 2
28
83
90
0
10
20
30
40
50
60
70
80
90
100
2010 2011 2012 (EXPECTED)
5S Score
80
55
50
0
10
20
30
40
50
60
70
80
90
2010 2011 2012 (EXPECTED)
Inventory - Spare Parts
37
11
1
0
5
10
15
20
25
30
35
40
2010 2011 2012 (EXPECTED)
M/C Break Down(Major)
10
364
500
0
100
200
300
400
500
600
2010 2011 2012 (EXPECTED)
Number of Suggestions
Prepared by :- Mr. Deepak Sahoo , TPM Consultant
Achievements - 3
11756450
10804525
8000000
2010 2011 2012 (EXPECTED)
R&M Budget in USD for resins
plant
7873514
6782805
6500000
2010 2011 2012 (EXPECTED)
Energy Consumption - KWH
10.8
73.6
95
0
20
40
60
80
100
2010 2011 2012 (EXPECTED)
Web matrix
Prepared by :- Mr. Deepak Sahoo , TPM Consultant
16 Major losses that KK Pillar will address.
Prepared by :- Mr. Deepak Sahoo , TPM Consultant
Topic Registration Form
To Chairman, F.I. Committee From No.1 Production section, Prod.
Dept.
Date 10 th July 2012 Document controller - CDF
Topic counter majors against foreign
particles in product conveyor system
Prepared by XYZ
Type of Loss Quality loss Responsible Project Team
Planned duration jul 12 to Sept 12 Members - ABC1
Leader - ABC ABC 2
Scheduled Meetings : 1pm to 3 PMevery
Monday
ABC3
Topic Registration Form
Prepared by :- Mr. Deepak Sahoo , TPM Consultant
Step - 2
Prepared by :- Mr. Deepak Sahoo , TPM Consultant
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
31.5%
26.0%
35.5%
51.0%
37.8%
40.0%
47.9%
29.6%
32.8%
40.1%
39.0% 39.1%
Oct'11 Nov'11 Dec'11 Jan'12 Feb'12 Mar'12 Apr'12 May'12 Jun'12 Jul'12 Aug'12 Sep'12
Facilities Inspection KPI Month wise
Prepared by :- Mr. Deepak Sahoo , TPM Consultant
FI : KPI Tracking Sheet
45%
21%
10%
9%
9%
5%
1%
Civil
Electrical
HVAC
logistics
Mechanical
instrumentation
Operation
FI Points Received on Dept. Wise ( Quarterly basis )
Prepared by :- Mr. Deepak Sahoo , TPM Consultant
FI : KPI Tracking Sheet
0.0%
10.0%
20.0%
30.0%
40.0%
50.0%
60.0%
70.0%
Civil Electrical HVAC logistics Mechanical instrumentation Operation
28.0%
46.4%
68.7%
25.5%
49.3%
51.4%
48.1%
Civil Electrical HVAC logistics Mechanical instrumentation Operation
Prepared by :- Mr. Deepak Sahoo , TPM Consultant
FI : KPI Tracking Sheet
0.0%
10.0%
20.0%
30.0%
40.0%
50.0%
60.0%
70.0%
80.0%
90.0%
100.0%
Civil Electrical HVAC logistics Mechanical instrumentation Operation
FI KPI in Sept'12 Phase 1 Target Phase - 2 Target
Prepared by :- Mr. Deepak Sahoo , TPM Consultant
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.
Prepared by :- Mr. Deepak Sahoo , TPM Consultant
FI : Phase 1 Dept. wise Target
28.4%
43.8%
78.5%
12.2%
55.8%
52.3%
40.0%
82.8%
86.0%
85.0%
50.4%
78.8%
77.3%
60.0%
Civil Electrical HVAC logistics Mechanical instrumentation Operation
FI KPI - Sept'12 Month Target (Phase - 1)
Prepared by :- Mr. Deepak Sahoo , TPM Consultant
FI current Status.
Plan
Implement improvement
Check Results
Consolidate gain
Prepared by :- Mr. Deepak Sahoo , TPM Consultant
Easy to clean
Prepared by :- Mr. Deepak Sahoo , TPM Consultant
SOURCE OF CONTAMINATIONS
Prepared by :- Mr. Deepak Sahoo , TPM Consultant
Usage of localised guards
Prepared by :- Mr. Deepak Sahoo , TPM Consultant
Easy to lubricate
Prepared by :- Mr. Deepak Sahoo , TPM Consultant
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
Before
After
Oil Localization
Localised gaurds
Prepared by :- Mr. Deepak Sahoo , TPM Consultant
Difficult to Lubricate the oil to
gear box
Easy to Lubricate the oil to
gear box
EASY TO LUBRICATE
Before After
Prepared by :- Mr. Deepak Sahoo , TPM Consultant
Easy to Inspect
Prepared by :- Mr. Deepak Sahoo , TPM Consultant
To reduce Inspection time
8A
30 sec / Day
2 sec / Day
WHY 1
Inspection is
very difficult
and it is
taking
moretime in
pressure
gauge for
K.O. system
WHY 2
Pressure gauge
kept inside the
machine
WHY 3
By machine
design
Inspection Time Reduction
To bring the pressure gauge for K.O. system outside the
machine for easy inspection
Before
After
Before After
30 sec / change
0
15
30
J. Sriram
Karunairaja
Franklin
Sivakumar
Ramalingam
10B3S
Sec.
10.05.2001
25.05.2001
Problem : Inspection is difficult
Inspection is very difficult and
taking more time in the pressure
gauge for K.O. system
KAIZEN
THEME: LOSS NO.
BENCH MARK
TARGET
LOSS STRUCTURE:
IDEA:
MACHINE:
TEAM:
KAIZEN START
KAIZEN FINISH
BENEFITS : COUNTERMEASURE: PROBLEM:
ANALYSIS: RESULT: HORIZONTAL DEPLOYMENT :
Better
No of Areas
Identified : 5 Nos.
Implemented : 5 Nos.
After
2 sec / Day
Pressure
gauge
Inside the M/c
Pressure
gauge
Outside the M/c
Difficult to
Inspect
Easy to
Inspect
Time saving = 28 sec / Day
Man hours saved per year = 15 hours
Other Benefits
Inspection becomes easy
Prepared by :- Mr. Deepak Sahoo , TPM Consultant
Prepared by :- Mr. Deepak Sahoo , TPM Consultant
DIFFICULT TO INSPECT- EASY TO INSPECT
Difficult to Inspect the belt
condition
Easy to Inspect the belt condition
Before After
Prepared by :- Mr. Deepak Sahoo , TPM Consultant
VISUAL CONTROLS
Tools Symbol
Activity
NOC
INSPECTION
S
LUB
I
CLEAN
Prepared by :- Mr. Deepak Sahoo , TPM Consultant
Indication marks
for nuts & bolts
Indication for
valve controls
Prepared by :- Mr. Deepak Sahoo , TPM Consultant
Fan to indicate the
function of Chiller Unit
Arrow sign for indicating the
rotating direction of Motor
Prepared by :- Mr. Deepak Sahoo , TPM Consultant
Prepared by :- Mr. Deepak Sahoo , TPM Consultant
Prepared by :- Mr. Deepak Sahoo , TPM Consultant
Prepared by :- Mr. Deepak Sahoo , TPM Consultant
Prepared by :- Mr. Deepak Sahoo , TPM Consultant
Thank You !!!!
Any Question ?
Connect With Me @
Mobile :- +974 3370 8982
Email :- dksahoo2@gmail.com