ASSIGNMENT-1

TITLE: Kaizen Work Done At M/S

Siddeshwar Industries
By
Vignesh Chandru
(TE MECH S/W)
16MS053
 ASSIGNMENT-1
Kaizen work done at M/s Siddeshwar Industries

Objective:
To apply Kaizen methodology to improve process productivity, reduce waste and
organise the production line for visibility and ease of working in M/s Siddeshwar
Industries, Pune.
Introduction to Kaizen methods:
“Kaizen” refers to a Japanese word which means “improvement” or “change for
the better”. Kaizen is defined as a continuous effort by each and every
employee (from the CEO to field staff) to ensure improvement of all processes
and systems of a particular organization. The process of Kaizen helps
companies to outshine all other competitors by adhering to certain set policies and
rules to eliminate defects and ensure long term superior quality and eventually
customer satisfaction.
Kaizen works on the following basic principle.
“Change is for good”.
Kaizen means “continuous improvement of processes and functions of an
organization through change”. In a layman’s language, Kaizen brings
continuous small improvements in the overall processes and eventually aims
towards organization’s success. Japanese feel that many small continuous changes
in the systems and policies bring effective results than few major changes.

Kaizen process aims at continuous improvement of processes not only in

manufacturing sector but all other departments as well. Implementing Kaizen
tools is not the responsibility of a single individual but involves every member
who is directly associated with the organization. Every individual, irrespective of
his/her designation or level in the hierarchy needs to contribute by incorporating
small improvements and changes in the system.
Five S of Kaizen

“Five S” of Kaizen is a systematic approach which leads to foolproof systems,

standard policies, rules and regulations to give rise to a healthy work culture at the
organization. The process of Kaizen plays an important role in employee
satisfaction and customer satisfaction through small continuous changes and
eliminating defects. Kaizen tools give rise to a well organized workplace which
results in better productivity and yield better results. It also leads to employees
who strongly feel attached towards the organization.
Let us understand the five S in Detail:

1. SEIRI - SEIRI stands for Sort Out. According to Seiri, employees should
sort out and organize things well. Label the items as “Necessary”, ”Critical”,
”Most Important”, “Not needed now”, “Useless and so on. Throw what all is
useless. Keep aside what all is not needed at the moment. Items which are
critical and most important should be kept at a safe place.

2. SEITION - Seition means to Organize. Research says that employees waste

half of their precious time searching for items and important documents.
Every item should have its own space and must be kept at its place only.

3. SEISO - The word “SEISO” means shine the workplace. The workplace
ought to be kept clean. De-clutter your workstation. Necessary documents
should be kept in proper folders and files. Use cabinets and drawers to store
your items.

4. SEIKETSU-SEIKETSU refers to Standardization. Every organization

needs to have certain standard rules and set policies to ensure superior
quality.

5. SHITSUKE or Self Discipline - Employees need to respect organization’s

policies and adhere to rules and regulations. Self- discipline is essential. Do
 not attend office in casuals. Follow work procedures and do not forget to
carry your identity cards to work. It gives you a sense of pride and respect
for the organisation.

6.

While Kaizen translates just to "good change" and doesn't really have much
implied meaning beyond that, in productivity circles the term means "constant,
continual improvement." Put simply, every aspect of an organization should, at all
times, strive to do what it does better. The philosophy first appeared when several
Japanese businesses, shortly after World War II, embraced the idea that doing
things the way they've always been done was a bad idea, especially when better
options were available that would make them more competitive. Inspired by
western competitors and manufacturing methods, "Kaizen" came to be
synonymous with company-wide efforts to improve upon and intelligently
streamline business practices and manufacturing methods while simultaneously
respecting the product, craft, or the people involved with making it.
This kind of continuous improvement can be broken down into six steps:

1. Standardize: Come up with a process for a specific activity that's repeatable

and organized.
2. Measure: Examine whether the process is efficient using quantifiable data,
like time to complete, hours spent, etc.
3. Compare: Compare your measurements against your requirements. Does
this process save time? Does it take too much time? Does it accomplish the
desired result?
4. Innovate: Search for new, better ways to do the same work or achieve the
same result. Look for smarter, more efficient routes to the same end-goal
that boost productivity.
5. Standardize: Create repeatable, defined processes for those new, more
efficient activities.
6. Repeat: Go back to step one and start again.

Implementing Kaizen

Lean manufacturers can implement Kaizen in two ways: Daily Kaizen and Kaizen
Events.

Daily Kaizen:

Daily Kaizen embraces the core concept of Kaizen - continuous improvement.

Workers and managers empowered and encouraged to continually improve
processes are practicing Kaizen on a daily basis. They're continually vigilant and
constantly question workflows and production processes. Can a small change
today speed up or improve production? Once that change has been implemented
are their ripple effects? Can additional changes eek! out a small percentage of
improvement - even less than a 1% improvement. Over time, if a machine shop
practices Daily Kaizen, every aspect of the shop's workflow will be questioned,
analysed, and researched? If we make this one change to our workflow, will it
improve the overall production process? Those small, teeny-tiny changes and
improvements (Daily Kaizen) searched for and implemented on a daily basis lead
to efficient and lean manufacturing. By offering a visual dashboard of historical
performance of machines in small and medium-sized machine shops.

Kaizen Events:

Most small and medium-sized manufacturers that utilize Kaizen use Daily Kaizen
to make continuous improvements. However, Kaizen events can also be used to
tackle a persistent manufacturing or workflow problem. A group of managers and
workers organize to study a known problem in the machine shop's manufacturing
process and then brainstorm potential solutions. Kaizen events usually follow a
similar format:

• Participants identify and quantify a problem in the machine shop

• Brainstorm potential improvements
• Implement improvements, and then measure the new workflow or quality
• Report final results, and then determine any additional changes that can be
implemented immediately or gradually related to the initial problem

While Daily Kaizen improvements can lead to long-range improvements in quality

and efficiency for machine shops, Kaizen events can be useful too. A team can
often brainstorm innovative improvements that might be missed in the daily kaizen
process. Does your small or medium-sized machine shop utilize Kaizen to improve
quality and efficiency? What tips do you have about implementing Kaizen for
continuous improvement?

In machine shop, you can implement some ideas such as;

• Identification for all the machines
• Create a daily maintenance checklist for all the machines
• Create cleaning schedule and housekeeping schedule
• Create scrap removal policy
• Required fixtures can be made for the machines to ease the machining
process
• Create process sheets for each process
• Create skill matrix of the operators to define skill level of them and plan a
skill development to train them for upskilling
• Put standard warning signs (example, Danger sign, prohibition sign, must
do sign)
These are some of the kaizens that can be implemented in any machine shops.
However, some ideas you can identify and implement according to your nature of
work.
Kaizen aims for improvements in productivity, effectiveness, safety, and waste
reduction, and those who follow the approach often find a whole lot more in
return:

• Less waste – inventory is used more efficiently as are employee skills.

• People are more satisfied – they have a direct impact on the way things are
done.
• Improved commitment – team members have more of a stake in their job and
are more inclined to commit to doing a good job.
• Improved retention – satisfied and engaged people are more likely to stay.
• Improved competitiveness – increases in efficiency tend to contribute to lower
costs and higher quality products.
• Improved consumer satisfaction – coming from higher quality products with
fewer faults.
• Improved problem solving – looking at processes from a solutions perspective
allows employees to solve problems continuously.
• Improved teams – working together to solve problems helps build and
strengthen existing team
Kaizen work details done at M/s Siddeshwar Industries:
Example1;

Problem/present status:
presently the milling cutter was without coating and the tool life was not adequate.

Counter measures:
The improvement in tool life was achieved by coating the cutter with nitriding.
Example 2;

Problems/present status:

During the gear burr removal and cleaning different sizes of grinding wheel were
used. After use every Time picking up the right wheel Was consuming more
operator’s time.
Counter measures:

To reduce the time and fatigue the grinding were arranged systematically. This led
to a certain down fall in breakage of wheels.
\

Example 3;

Problem/present status:

there was no fixed location for allen key, screwdrivers on the machine. Since there
was no such fixed location for the allen keys, more time was consumed in finding
those allen keys.

Counter measures:

Provided fixed location for the allen keys & screwdrivers. This resulted in saving
operator’s time and effort.
Example 4;

Problem/present status:
Protection method visual & more time required to protection. Inspection method
judgemental. Checked by naked eye.
Counter measures:
Sufficient illumination through closed bracket. (No operator fatigue).
Example 5;
Kaizen area: press shop.

Problem/present status:
Operator’s cloths were not properly put in specific place. It was kept anywhere and
was improper.
Counter measures:
Hanger fitted at the shop floor. This gave a systematic look to the shop floor.

Example6:

Problem/present status:
oil spillage on ground from ground from job keeping bins.(oil spillage 2lit/day).
Counter measures:
provided specific design stand having bottles for oil collection to avoid spillage on
ground. (oil spillage became zero and saved 9000rs/month).

CONCLUSION:
Kaizen methodology was applied in various shop floors M/s Siddeshwar
industries. Which has resulted in efficiency and productivity imrpovment.