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Study on the Implementation of Kobetsu Kaizen (KK) Pillar of TPM in a Process

Industry

Article  in  Applied Mechanics and Materials · July 2014

DOI: 10.4028/www.scientific.net/AMM.592-594.2694

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Applied Mechanics and Materials Vols. 592-594 (2014) pp 2694-2698
© (2014) Trans Tech Publications, Switzerland
doi:10.4028/www.scientific.net/AMM.592-594.2694

Study on the Implementation of Kobetsu Kaizen (KK) Pillar of TPM in a

Process Industry

Sachit Vardhan1, a* , Pardeep Gupta1, b

1
Department of Mechanical Engineering, Sant Longowal Institute of Engg. & Technology, Punjab
(India)
a b
email:sachit.mechanical@gmail.com , email: pardeepmech@yahoo.co.in

Keywords: Total Productive Maintenance (TPM), Kobetsu Kaizen, Process Industry, OEE

Abstract: TPM is implemented in industry for improving production efficiency with an ultimate
aim of attaining zero breakdowns, zero losses and zero defects. The purpose of this paper is to
demonstrate the implementation of TPM initiatives and particularly the most contributing Kobestu-
Kaizen (Focused improvement) Pillar in a process industry. The practical aspects and
comprehensive approach for the deployment of Kobestu-Kaizen Pillar are presented as a case study.
KK pillar helps to attain zero losses and to improve Overall Equipment Efficiency (OEE) of the
processes and the plant. The benefits of TPM implementation remained very significant.

1. Introduction
In the present scenario, the industries have realized the need to continuously improve their
operations to compete successfully worldwide. Total Productive Maintenance (TPM) is a business
process improvement method and concentrates on productivity improvement. The Indian
manufacturing industries in the quest for achieving operational excellence, have started making
sincere efforts to adopt TPM initiatives since the last two decades. TPM helps to improve step-by-
step the Overall Equipment Efficiency (OEE) of the machines or production lines. TPM involves
the capabilities of the whole workforce to ensure effective and sustainable improvements.
TPM practitioners and academicians are putting their best efforts to make TPM
implementation more benifecial and successful. It is well defined by the authors that there is a
positive relationship between TPM and manufacturing performance in order to achieve a higher
level of quality at low cost and with adequate delivery time [1]. TPM has been successfully
implemented in many organizations and is widely recognized as a strategic weapon for improving
manufacturing performance [2,3]. TPM leads to establish and develop maintenance practices for
avoiding equipment related losses, and builds the organization to sustain competitiveness in the
global marketplace [4]. Under KK pillar it has been found that OEE is a powerful tool to identify
previously hidden manufacturing losses and inefficiencies [5]. TPM facilitates better
communication among the different departments in an organization and at all levels [6]. TPM
implementation brings both production and maintenance functions together after initiating good
working practices, team working and continuous improvement [7].
The benefits achieved after implementing TPM in industries have been well documented by a
large number of TPM researchers and they are keen to expand the scope of TPM implementation in
the industry for achieving competitive strength. In this paper, a case study on the implementation of
one of the most contributing pillars of TPM programme namely Kobestu-Kaizen successfully in a
process industry XYZ, India (name changed) situated in Punjab is highlighted. The success of TPM
to a large extent depends upon the success of KK pillar.

2. TPM in XYZ, India

XYZ-Punjab, India (name changed to hide the identity of industry) is in the business of
manufacturing potato chips & snacks. The company in the year 2004 decided to implement ‘Total
Productive Maintenance’ (TPM) for obtaining multi dimensional benefits of manufacturing

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 Applied Mechanics and Materials Vols. 592-594 2695

excellence. TPM policy, objectives and targets were formulated and defined with an aim to
implement the TPM successfully. The management announced its implementation in the beginning
of the year 2004. TPM has 8 pillars of activities and thereby TPM Pillar committees were
formulated in the beginning with one pillar chairman with some members. A detailed master plan
for the implementation of all eight pillars of TPM was prepared and this plan was followed strictly
by all the pillar heads. Initially TPM initiatives were implemented on Manager Model Machines
before companywide deployment of all the eight pillar activities for the motivation of all employees.
In June 2004, TPM is introduced in an organization through a massive Kick-Off Ceremony.
Companywide deployment of all the eight pillars of TPM with their activities, were started from
July, 2004. The company implemented TPM successfully by March, 2008 and achieved almost all
the set TPM targets. The plant got “Category-A” TPM excellence award in December, 2008. The
Kobetsu-Kaizen (KK) Pillar was one of the main contributing pillars and thus its implementation in
detail is discussed as a case study.

3. Kobetsu-Kaizen (KK) Pillar Implementation

The activities that maximize the overall effectiveness of equipment, processes, and plants were
carried out for the elimination of losses and improvement of performance of production systems.
3.1 Methodology
The KK pillar team comprising a pillar head and few team members was imparted training to gain
knowledge for preventing the stoppages of different machines of potato chips lines. For this, the
knowledge regarding the six major losses and the use of tools and techniques required to overcome
these losses was given to all the team members. The KK team members were competent enough to
uncovers waste, uses a form of root cause analysis to discover the causes of waste, applies tools to
remove waste, and measure results for the improvement of production processes.
3.2 Benchmark & Target Setting for KK pillar parameters
The company identified the major target parameters which were to be improved for attaining the
manufacturing excellence of all the production processes. Based upon the previous month’s
performance, the benchmark (BM) and future anual targets were established as shown in Table 1:
Table 1: Benchmark & Target Pillar Parameters
Unit of BM Target Target Target Target
Parameter
Measurement Year 1 Year 2 Year 3 Year 4 Year 5
OEE of Process Lines % 85 88 91 93 95
OEE of Packing Machines % 60 70 75 80 84
Variable Monthly Over
Rs/kg 9.81 9.50 8.50 8.00 7.76
Heads(VMOH)
Energy loss Rs/kg 1.09 0.80 0.70 0.60 0.50
Manpower productivity Kg/man-hour 22.9 28 31 33 34
Controllable finished product
% 2.3 1.5 1.38 1.25 1
waste
OPL Nos./Person/Year 0.75 1.5 2 2.5 3.5
Kaizen Nos./Person/Year 0.8 1.5 2 2.5 3.5
3.3 Activities
To achieve the above mentioned targets, the following KK Pillar activities were performed:
1. Define all the losses and capture the losses
2. OEE calculation and analysis of losses for improvement
3. Preparation of loss-cost matrix
4. Identify improvement themes- Productivity, cost saving
5. Analyze themes by using problem solving methods- Why-Why analysis, Fishbone diagrams
2696 Dynamics of Machines and Mechanisms, Industrial Research

6. Implement countermeasures and verify results

7. Preparation of kaizen sheets and theme details
8. Horizontal replication of applicable kaizens
3.4 KK Pillar implementation Approach
The approach adopted to carry out KK Pillar activities were grouped into three steps and was
employed for the implementation of KK Pillar is explained as below:
3.4.1 Identification of major losses
Among the 16 major losses, 8 major losses (refer Fig. 1) are identified that hamper efficiency
improvement and the further activities are carried out on these 8 major losses.

a) Define losses and 1. Equipment failure loss

method of calculation 2. Setup and adjustment loss
b) Compilation of losses 8 major losses 3. Start up loss
c) Calculation of OEE were identified 4. Shutdown loss
(Software was out of 16 losses 5. Minor stoppages
developed for OEE & 6. Defect and rework loss
Loss analysis) 7. Yield loss
8. Energy loss

Fig. 1: Identification of 8 major losses

3.4.2 Preparation of Loss-Cost Matrix & Loss Tree
The purpose of preparing Loss-Cost Matrix & Loss Tree is to identify the most contributing losses.
i) Loss Cost Matrix: A matrix in which the relationship between different losses and corresponding
costs of that particular loss were prepared and is shown in Table 2 as below:
Table 2: Loss Cost Matrix
Losses Cost 1 Cost 2 Cost 3 Cost 4
Energy Labour Raw Material Packaging Material
Equipment Failure Loss √ √
Setup and adjustment Loss √ √
Startup Loss √ √
Shutdown Loss √ √
Minor stoppage and Idling Loss √ √
Defect and Rework Loss √ √ √ √
Yield Loss √ √
ii) Loss Tree: After evaluating the annual major losses, all the individual losses were compiled year
wise and annual plant loss matrices as shown in fig. 2 was prepared to identify the major
contributing losses for the purpose of reducing them. After analysing the loss compilation figure, as
per the percentage of different losses, the task forces to reduce the major losses were deployed to
carry out improvement initiatives.

Fig. 2: Loss Compilation

 Applied Mechanics and Materials Vols. 592-594 2697

3.4.3 Task Force Initiatives

The task forces performed some breakthrough initiatives in which some outstanding kaizens were
carried out for the reduction of major losses. These kaizen themes were identified by following ten
step methodology in order to overcome the key major losses:
1. Kaizen theme selection
2. Reason for selection of theme
3. Goal & target setting
4. Outline of process
5. Understanding of current condition
6. Main contents of improvement
7. Results
8. Measures taken to prevent recurrence
9. Horizontal replication plan
10. Future issues
The various kaizens that were carried out in order to reduce the above losses are shown in Table 3:
Table 3: Kaizens
Kaizen Kaizen theme Activity performed Benefits
Packing material Reducing film Reducing the jaw width Saving of Rs79 Lacs
yield loss consumption per annum
Defects and Reduce product Product not to revolve in the Improvement in PIS
rework loss seal leakage chute while going to machine by 35%
Shut down loss Reduction on Boil Reduce the oil transfer time by Reduction in boil out
out time loss reducing the transfer pump level time by 30 min
Reducing energy Reduction in fuel Provide jacket on the exhaust Reduction from
loss consumption per stage and recover heat to raise 94.55 to 91.05 kcal
year inlet oil temp. consumption/kg

4. Results
With the implementation of KK Pillar initiatives involving various project-team activities,
workshop and small-group activities, Kaizens from Year1 onwards during TPM implementation,
the actual improvements in the pillar parameters are obtained which are shown in Table 4:
Table 4: Actual Achievements
BM Actual Actual Actual Actual
Parameter Unit(s) Better
Year1 Year2 Year3 Year4 Year5
OEE of Process Lines % ↑ 85 88.6 92 93.8 96
OEE of Packing M/c % ↑ 60 71 75.6 80 83
Variable Monthly
Rs/kg ↓ 9.81 8.37 8.36 7.73 6.57
Over Heads (VMOH)
Energy loss Rs/kg ↓ 1.09 0.73 0.80 0.46 0.34
Manpower
Kg/man-hour ↑ 22.9 25.58 27.9 25.39 27.07
productivity
Controllable finished
% ↓ 2.3 1.59 1.43 1.17 0.87
product waste
Nos./Person/
OPL ↑ 0.75 1.5 2.2 3.3 3.2
Year
Nos./Person/
Kaizen ↑ 0.8 1.4 2 2.8 3.4
Year
 2698 Dynamics of Machines and Mechanisms, Industrial Research

4.1 Evaluation and future action plan

After evaluating the degree of improvements in KK pillar parameters occurred in TPM Phase-I, the
future action plans to further overcome the existing shortcomings were proposed as in Table 5:
Table 5: Evaluation and Future action plan
Evaluation
Parameter Unit(s) Target Actual Remarks
Leakage in packaging machines is the main
OEE Packing % 84 83
cause of wastage that is to be controlled
Manpower
Kg/man
productivity in 34 27 Volume loss due to potato quality issue
-hr
potato chips line
Future Action Plan
Parameter Proposed Action
i) Task force team was formulated to reduce leakage in packing machines.
OEE Packing
ii) More training was imparted to workers for improving their skill.
Manpower
productivity in Potato quality improvement plan in place
potato chips line
Based upon the proposed future action plan, the remedial activities were performed to achieve the
set TPM targets.

5. Conclusion
The implementation of KK Pillar brought significant improvements in the set TPM targets. The
OEE of process lines and packing machines increased from benchmark (BM) 85% to 96% and from
60% to 83% respectively within a period of four years. The monthly overheads of potato chips
decreased from Rs 9.81/kg to Rs 7.76/kg. KK pillar also helped in decreasing energy loss by 68%.
Thus from the benchmark year, the contribution of all the eight major losses was around Rs 172.3
million and by performing the kaizens a saving of Rs 35 million was achieved. The benefits of TPM
implementation remained very significant and thus, the company decided to continue with the
second phase of TPM implementation to achieve higher operational excellence.

References
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