5S 3M Kaizen
Short Description
5s 3m Kaizen...
Description
© Confederation of Indian Industry CII-L M Thapar Centre for Competitiveness for SMEs
Training Program on
Waste Elimination Via
5S,3M & KAIZEN
© Confederation of Indian Industry CII-L M Thapar Centre for Competitiveness for SMEs
What is 5S ? Cleaning To create a safe working culture To produce good quality products To reduce Non Value Added Activity © Confederation of Indian Industry CII-L M Thapar Centre for Competitiveness for SMEs
What is 5S ? • 5S is a basic, fundamental, systematic approach for productivity, quality and safety improvement in all types of business.
© Confederation of Indian Industry CII-L M Thapar Centre for Competitiveness for SMEs
What is 5S ? • A Five S program is usually a part of, and the key component of Visual Factory (Workplace) Management (VFM). And 5s and VFM are both a part of continual improvement -- which is a component of lean manufacturing.
© Confederation of Indian Industry CII-L M Thapar Centre for Competitiveness for SMEs
Who will Benefit by 5S • Any type of business, from a retail store to a power plant -- from hospitals to television stations - all types of businesses, and all areas within a business, will realize benefits from implementing a Five S program. © Confederation of Indian Industry CII-L M Thapar Centre for Competitiveness for SMEs
Why 5S ?
Look Familiar
© Confederation of Indian Industry CII-L M Thapar Centre for Competitiveness for SMEs
Elements of 5S • Seiri
— Sort
• Seiton
— Set in Order
• Seiso
— Shine
• Seiketsu
— Standardise
• Shitsuke
— Sustain © Confederation of Indian Industry CII-L M Thapar Centre for Competitiveness for SMEs
STEP 1
SEIRI SORT
© Confederation of Indian Industry CII-L M Thapar Centre for Competitiveness
Step 1 - SEIRI
Definition Seiri means that
You remove all items from the workplace that are not needed for current production / operations
© Confederation of Indian Industry CII-L M Thapar Centre for Competitiveness for SMEs
Step 1 - SEIRI
Why ?
• The factory becomes extremely crowded and hard to work in. • Lockers, shelves and cabinets for storage get in the way of communication • Time is wasted in tools, parts searching • Excess Stock hide production problems • Unneeded items and equipment make it harder to improve process flow
Done with the objective of saving and recovering space © Confederation of Indian Industry CII-L M Thapar Centre for Competitiveness for SMEs
Three numbers in the range of 1 – 50 are missing. Ready? Go!
© Confederation of Indian Industry CII-L M Thapar Centre for Competitiveness for SMEs
Three numbers in the range of 1 – 50 are missing. Ready? Go!
© Confederation of Indian Industry CII-L M Thapar Centre for Competitiveness for SMEs
Step 1 - SEIRI
S.No
Steps to doing SEIRI What to do
Who does it
1.
Identify the coordinator
CEO
2.
Identify the zones
Coordinator
3.
Identify the Zonal coordinator
CEO/Co-ordinator
4.
Identify the Red tag holding area
Co-ordinator
5.
Define the Red Tag
Co-ordinator
6.
Establish Criteria for red tag
CEO/Co-ordinator
7.
Establish frequency for doing red tag
CEO/ Co-ordinator
7.
Do the red tag
All persons
8.
Identify the Review Committee
CEO
9.
Review the Red Tagged Items
Review Committee
© Confederation of Indian Industry CII-L M Thapar Centre for Competitiveness for SMEs
Step 1 - SEIRI
ZONES
• The company to be divided into several small zones to include every inch of space in the company (incl Work area, office area, Security cabin, canteen, toilets, garden, etc) • Each zone to have a zonal coordinator
© Confederation of Indian Industry CII-L M Thapar Centre for Competitiveness for SMEs
Step 1 - SEIRI
Red Tag Holding Area
Red tag Holding area This is an area set aside for use in storing red tagged items that need further evaluation (Why- It gives you a safety net between first questioning whether something is needed, and actually getting rid of it)
Types of Red Tag Holding Area Local Red Tag area – The Dept / Zones / Area can have individual red tag area to avoid mix up of items with other areas Central Red Tag Area – Later it would be better to have a central red tag area for disposal
© Confederation of Indian Industry CII-L M Thapar Centre for Competitiveness for SMEs
Step 1 - SEIRI
RED TAG Red
Tag can be a paper tag with the following information What
is the item? How much Quantity? Why is it removed out (damaged, excess, etc)? What is approx value? Section from where the item is removed?
Establish the frequency of doing red tag © Confederation of Indian Industry CII-L M Thapar Centre for Competitiveness for SMEs
Step 1 - SEIRI
Criteria for Red Tag
• Every person asks to all the items around his / her workplace – Is this item needed ? – If it is needed, is it needed in this quantity? – If it is needed, is it required very frequently?
If Answer is “NO”
REMOVE FROM WORKPLACE © Confederation of Indian Industry CII-L M Thapar Centre for Competitiveness for SMEs
Step 1 - SEIRI RED TAG TARGETS
Types of items
Red-tag targets
Inventory
Equipment
Physical areas
Raw materials, procured parts, processing parts, inprocess inventory, assembly parts, semifinished products, finished products
Machines, equipment, Jigs, Tools, cutting bits, gauges, dies, carts, conveyance tools, worktables, cabinets, desks, chairs, supplies
Floors, walkways, operation areas, well, shelves, warehouses
Identifying Red-Tag Targets
© Confederation of Indian Industry CII-L M Thapar Centre for Competitiveness
Step 1 - SEIRI
RED TAGGING
The best way to carry out red-tagging is to do the whole target area quickly
RED TAGGING SHOULD BE A SHORT AND POWERFUL EVENT
© Confederation of Indian Industry CII-L M Thapar Centre for Competitiveness for SMEs
Step 1 - SEIRI
Review the Red Tagged Items • The review team would consist of senior members who can take decisions on disposal, it must include personal buying new items – First a “purchase ban” on all items red tagged till inventory lasts – Review the items accordingly • • • • •
Keep the item where it is Move the items to a new location Store the item away from the work area Hold the item in the local red tag area for evaluation Disposal of the item © Confederation of Indian Industry CII-L M Thapar Centre for Competitiveness for SMEs
Step 1 - SEIRI DISPOSAL METHODS
Treatment
Description
Throw it away
Dispose of as scrap or incinerate items that are useless or unneeded for any purpose.
Sell
Sell off to other companies items that are useless or unneeded for nay purpose.
Return
Return items to the supply company.
Lend out
Lend items to other sections of the company that can use them on a temporary basis.
Distribute
Distribute items to another part of the company on a permanent basis.
Central redtag area
Send items to the central red-tag holding area for redistribution, storage, or disposal. © Confederation of Indian Industry CII-L M Thapar Centre for Competitiveness
Classify clearly the items into necessary and unnecessary items, then dispose of unnecessary items Do not leave SEIRI half done. All of the unnecessary items should be discarded.
Not Necessary Not Necessary
Not N Not eces y r a s s sary e c e N
STEP 2
SEITON SET IN ORDER
© Confederation of Indian Industry CII-L M Thapar Centre for Competitiveness
Step 2 - SEITON
Definition Seiton means that
You arrange needed items so that they are easy to to use and label them so that anyone can find them and put them away
© Confederation of Indian Industry CII-L M Thapar Centre for Competitiveness
Step 2 - SEITON
Why ?
SEITON is important because it helps eliminate many kinds of waste in the workplace –
Motion Waste – Person sent to find cart searched full factory
–
Searching Waste – No one can find the key to the tool cabinet
–
Waste of Human Energy – Frustrated worker gives up searching for template after two hours
–
Waste of Excess Inventory – Desk drawers are full of papers and stationary supplies
–
Waste of defective products – Items not kept back in the same location so worker picks up wrong piece for assembly
–
Waste of unsafe condition – Boxes of material kept in the walkway, causing someone to trip and get injured © Confederation of Indian Industry CII-L M Thapar Centre for Competitiveness
Step 2 - SEITON
Steps to do SEITON Step A – Deciding Appropriate location 1.Principles of Storing jigs, tools, dies to eliminate waste 2.Principles of motion economy to eliminate waste 3.5 S Map to decide location
Step B – Identifying location 1.Signboard Strategy 2.Painting Strategy 3.Colour coding Strategy 4.Outlining strategy © Confederation of Indian Industry CII-L M Thapar Centre for Competitiveness
Step 2 - SEITON SEITON Operator returns tool without having to step back or look
Tools Kept Close at Hand and Stored in the Order Used © Confederation of Indian Industry
CII-L M Thapar Centre for Competitiveness
Step 2 - SEITON SEITON Before Improvement
After Improvement
Workpiec e
Workpiec e Parts Parts
Parts stand (slanted)
Parts stand
Worktable (two-thirds width reduction)
Worktable • Worktable was too wide. • Parts stand was too far away. • Parts were laid out horizontally, making them hard to see and reach.
• Worktable was made smaller (two-thirds width reduction). • Parts were put within closer reach. • Parts were laid out on a slant, making them easier to see and reach.
© Confederation of Indian Industry CII-L M Thapar Centre for Competitiveness
Step 2 - SEITON SEITON Before Improvement
Plastic sheets for packaging
After Improvement
Workpiece
Conveyor
Conveyor
• Plastic sheets were kept on the rack behind the operator. • The operator was forced to turn around each time he needed a plastic sheet. • The turning motion required four seconds.
• Now plastic sheets are hung on a hook in front of operator. • The operator does not have to turn around. • Four seconds of motion waste are eliminated.
© Confederation of Indian Industry CII-L M Thapar Centre for Competitiveness
Step 2 - SEITON
BEFORE OUT Deburring
Cleaning
Grinder #2
Heat treatment
Grinder #1
Roller
© Confederation of Indian Industry CII-L M Thapar Centre for Competitiveness
IN Loader
Step 2 - SEITON
AFTER Roller Grinder #2
Heat treatment
3 2
Grinder #1
4 5 Cleaning
1
6
Loader
Deburring
IN
OUT
© Confederation of Indian Industry CII-L M Thapar Centre for Competitiveness
Step 2 - SEITON
Identifying location Signboard Strategy
The signboard strategy uses signboards to identify what, where and how many.
Location indicators (where does the item go)
Item indicators (what item goes here)
Amount indicators (how many items go here)
© Confederation of Indian Industry CII-L M Thapar Centre for Competitiveness
Identifying location Signboard Strategy Elimination of Searching Waste
© Confederation of Indian Industry CII-L M Thapar Centre for Competitiveness
Step 2 - SEITON
Identifying location Painting Strategy
The Painting Strategy is a method for identifying locations on floors and walkways
Factors to keep in mind while using painting strategy –
U-shaped cell designs are more efficient than straight production lines
–
In process inventory should be positioned carefully for best process flow
–
Floors should be leveled or repaired before painting
–
Walkways should allow for safety and smooth flow esp at the turns
–
Divider lines should be 2 or 4 inch wide
–
Paint color MUST be standardised. Colors should be bright © Confederation of Indian Industry CII-L M Thapar Centre for Competitiveness
Identifying location Colour coding Strategy
Colour coding strategy can be use to indicate which items is used for which part Examples –
Different colours can be allotted to different oils and the oil bath to be marked the colour of the type of oil to be used
–
If certain items are used for making the same part then the items can be colour coded the same colour and kept in a location having the same colour.
–
Inventory levels can be colour coded to indicate the critical, designed, reorder and excess levels
© Confederation of Indian Industry CII-L M Thapar Centre for Competitiveness
Step 2 - SEITON
© Confederation of Indian Industry CII-L M Thapar Centre for Competitiveness
Step 2 - SEITON
Identifying location Outlining Strategy
Outlining is a method to show which jigs and tools are stored where.
Outlining means drawing outlines of jigs and tools in their proper locations
© Confederation of Indian Industry CII-L M Thapar Centre for Competitiveness
Step 2 - SEITON
SHADOW BOARDS FOR GAUGES
© Confederation of Indian Industry CII-L M Thapar Centre for Competitiveness
Place necessary items at proper position for practical usage and clearly indicate the contents so that everyone can understand.
Ｂ Ａ
© Confederation of Indian Industry CII-L M Thapar Centre for Competitiveness
Ｃ Ｄ
Seiri & Seiton are carried out
What is missing now？ １
２
１
２
Ａ
Ｂ
３
Ｃ
４
５
４
５
Ｄ
Ｅ
STEP 3
SEISO SHINE
© Confederation of Indian Industry CII-L M Thapar Centre for Competitiveness
Step 3 - SEISO
Definition Seiso means that
You need to keep everything swept and clean
This is done with the objective of inspecting for problems and taking faster corrective actions © Confederation of Indian Industry CII-L M Thapar Centre for Competitiveness
Step 3 - SEISO
Why ?
SEISO avoids certain problems – Puddles of oil or water lead to slippages and injury – Cutting shaving, dirt can get mixed up in the production resulting in defects – Cutting shaving can get into peoples eyes and create injury – Windows are so dirty so no sunlight enters – Defects are less obvious in the dark – Filthy work environment lowers morale © Confederation of Indian Industry CII-L M Thapar Centre for Competitiveness
Step 3 - SEISO
Steps to do SEISO Determine Shine targets •Storage space, Equipment or Empty Space Determine Shine assignments •Divide job based on area of cleaning •Divide job based on time of cleaning Determine Shine Methods •Choose the right tools •Shining should take 5 minutes •How much to shine should be defined Prepare tools •Keep tools near location of shine Start to Shine •Clean thoroughly © Confederation of Indian Industry CII-L M Thapar Centre for Competitiveness
© Confederation of Indian Industry CII-L M Thapar Centre for Competitiveness
Cleanliness involves cleaning every aspect of the Organization and the removal of dirt, dust,oil, scraps on the floor, & garbage. Key Deliverables
Increased Efficiency Increased Safety
A clean Systematic Organization results in increased safety and efficiency. © Confederation of Indian Industry CII-L M Thapar Centre for Competitiveness
Step 3 - SEISO
SPIC & SPAN If there’s Lesser No. of Items there is Lesser to Clean • One is Best – – – –
One page memo One day Processing One location Files One copy Filing
• Reduce no of Tools – – – – –
Reduce no. of bolt sizes Use of winged nuts Consolidate kinds of oil Combine various tools into one Any others... © Confederation of Indian Industry CII-L M Thapar Centre for Competitiveness
STEP 4
SEIKETSU STANDARDISE
© Confederation of Indian Industry CII-L M Thapar Centre for Competitiveness
Step 4- SEIKETSU
Definition Seiketsu means that
You need to create a consistent way of doing tasks and procedures.
This is done with the objective of ensuring that the condition does not deteriorate back to the condition it was before implementing 1S, 2S and 3 S. © Confederation of Indian Industry CII-L M Thapar Centre for Competitiveness
Step 4- SEIKETSU
Why ?
SEIKETSU avoids certain problems –
Conditions go back to their old undesirable levels even after company wide implementation of 5S
–
At the end of the day piles of unneeded items are left from the day’s production and lie scattered.
–
Tool storage sites become disorganized and need to be put in order at the end of the day.
–
Cutting shavings constantly fall on the floor and need to be swept frequently
–
Even after implementing 1S and 2S, soon the office is cluttered with more stationary supply than needed. © Confederation of Indian Industry CII-L M Thapar Centre for Competitiveness
Step 4- SEIKETSU
Steps to do SEIKETSU
Step A : Making it a habit –
Decide who is responsible for 3 S activities
–
Integrate 3S duties into regular work duties
–
Check on how well 3S conditions are being maintained
Step B : Prevention –
Prevent unneeded items from accumulating
–
Prevent from having to put back things
© Confederation of Indian Industry CII-L M Thapar Centre for Competitiveness
STEP 5
SHITSUKE
SUSTAIN © Confederation of Indian Industry CII-L M Thapar Centre for Competitiveness
Step 5 - SUSTAIN
Definition Sustain (Shitsuke) means that You need to make a habit of properly maintaining correct procedures of 1S, 2S, 3S & 4S.
© Confederation of Indian Industry CII-L M Thapar Centre for Competitiveness
Step 5 - SUSTAIN
Why ? SUSTAIN
avoids certain problems
–Done with the objective of achieving higher productivity and better quality through good employee morale.
GOOD MORAL AND BUILD PRIDE IN WORK AREAS Higher Productivity © Confederation of Indian Industry CII-L M Thapar Centre for Competitiveness
Step 5 - SUSTAIN
HOW to implement 5th S
Awareness
Time
Structure - A Structure has to be formulated on how and when 5S activities will be done
Support
- All need to understand what 5S is about - Time has to be allocated to do the 5S
- Management support needed in acknowledgement, leadership and resources. Management must lead by example
Rewards and recognition - Efforts need to be recognized
Satisfaction and Excitement - This needs to be shared in the entire organization
© Confederation of Indian Industry CII-L M Thapar Centre for Competitiveness
Step 5 - SUSTAIN
Tools and Techniques for 5th S
5S Slogans
5S Posters/ Stickers
5S Photo Exhibits
5S Newsletters
5S BADGES AND BUTTONS
5S MINI SLOGAN SIGNS
5S Maps
5S Pocket manuals
5S Department tours
5S Competitions
© Confederation of Indian Industry CII-L M Thapar Centre for Competitiveness
Step 5 - SUSTAIN
Tools and Techniques for 5th S
5S Slogans & 5S Mini Slogan Signs Do your best, follow 5S World shines with sunrise Your (Company name) shines with 5S We request, please follow 5S •
One goal, one passion 5S •
© Confederation of Indian Industry CII-L M Thapar Centre for Competitiveness
Step 5 - SUSTAIN
Tools and Techniques for 5th S 5S Posters/ Stickers
© Confederation of Indian Industry CII-L M Thapar Centre for Competitiveness
Step 5 - SUSTAIN
ADVANTAGES OF
5S
Nice to work in a clean, beautiful, organised workplace
Time taken to reach things minimized
Lesser time wasted in information handling
© Confederation of Indian Industry CII-L M Thapar Centre for Competitiveness
Step 5 - SUSTAIN
ADVANTAGES OF
5S (Contd.)
Reduction in errors/defects due to standardized procedures Consistent and better quality product Higher productivity Lesser accidents
© Confederation of Indian Industry CII-L M Thapar Centre for Competitiveness
Step 5 - SUSTAIN
CRITICAL FACTORS/STEPS IN IMPLEMENTING 5S
Top Management commitment
Leadership by location head
Awareness Training Programme for all employees (concepts, rules, steps, benefits)
Launching of 5S programme, promotion through badges, posters, booklets, banners
Allocation of funds
Identification of 5S areas © Confederation of Indian Industry CII-L M Thapar Centre for Competitiveness
Step 5 - SUSTAIN
5S On The Plant Floor © Confederation of Indian Industry CII-L M Thapar Centre for Competitiveness
3M & Kaizen
© Confederation of Indian Industry CII-L M Thapar Centre for Competitiveness
WHY BUSINESS ? TO GENERATE MONEY © Confederation of Indian Industry CII-L M Thapar Centre for Competitiveness
Objective of Enterprise
To Increase Profit
Growth by Top & Bottom Line
Living Standard Improves © Confederation of Indian Industry CII-L M Thapar Centre for Competitiveness
Increase Profit Selling Price
=
Cost + Profit
Profit
=
Selling Price – Cost
Selling Price is Decided by Market
Leads to
Actual Movement of Reducing Cost
© Confederation of Indian Industry CII-L M Thapar Centre for Competitiveness
Reducing costs vs. Cutting costs Cutting costs
Temporary measure Reversible Painful/drastic
Reducing costs by waste elimination
Genuine cost reduction(Not just reduction of expenses) Irreversible People acceptance Impacts both top and bottom line © Confederation of Indian Industry CII-L M Thapar Centre for Competitiveness
Concept of 3M
© Confederation of Indian Industry CII-L M Thapar Centre for Competitiveness
3M
MUDA
–
WASTE
MURI
–
STRAIN
MURA
–
INCONSISTENCY
© Confederation of Indian Industry CII-L M Thapar Centre for Competitiveness
OPERATION / PROCESS FOR VALUE ADDED CUSTOMER PAYS
WASTE
VALUE ADDED
ESSENTIAL
SET OF ACTIVITIES © Confederation of Indian Industry CII-L M Thapar Centre for Competitiveness
Elimination of MUDA (Waste) What is MUDA Operation = Work + MUDA Work = Increases value of production MUDA = Increases cost of production
Operation =
MUDA
=
Work
MUDA
Working
Total amount of labor No Change
© Confederation of Indian Industry CII-L M Thapar Centre for Competitiveness
Types of MUDA (Waste)
MUDA Monster
Profit
© Confederation of Indian Industry CII-L M Thapar Centre for Competitiveness
How to identify the Wastes?
Everything start with Implementation of 5 -S . (Seiri, Seiton, Seiso, Seiketsu& Shitsuke)
© Confederation of Indian Industry CII-L M Thapar Centre for Competitiveness
THE 7 Wastes
© Confederation of Indian Industry CII-L M Thapar Centre for Competitiveness
© Confederation of Indian Industry CII-L M Thapar Centre for Competitiveness
© Confederation of Indian Industry CII-L M Thapar Centre for Competitiveness
© Confederation of Indian Industry CII-L M Thapar Centre for Competitiveness
© Confederation of Indian Industry CII-L M Thapar Centre for Competitiveness
© Confederation of Indian Industry CII-L M Thapar Centre for Competitiveness
© Confederation of Indian Industry CII-L M Thapar Centre for Competitiveness
© Confederation of Indian Industry CII-L M Thapar Centre for Competitiveness
MURA OR
VARIATION © Confederation of Indian Industry CII-L M Thapar Centre for Competitiveness
MURA = Unevenness Will add cost of :-
• Variation in quality • Unbalanced capacities of various machines • People are too busy in one area and too idle in the other area • Mixing up of experienced and inexperienced workers
© Confederation of Indian Industry CII-L M Thapar Centre for Competitiveness
MURI OR
STRAIN © Confederation of Indian Industry CII-L M Thapar Centre for Competitiveness
MURI ON MAN MACHINE BUILDING/INFRASTRUCTURE © Confederation of Indian Industry CII-L M Thapar Centre for Competitiveness
Muri (Strain) • Using low precision equipment for high precision processing • Running beyond designed capacities • Working in strained postures • Manual working where automation is feasible • Strain due to poor design • Increased workload due to non-availability of relevant resources © Confederation of Indian Industry CII-L M Thapar Centre for Competitiveness
What is Muda, Muri & Mura For example, suppose you need to transport 12 tons of material with a 4 ton capacity truck…
12 TONS 1 ton
Capacity : 4 ton
© Confederation of Indian Industry CII-L M Thapar Centre for Competitiveness
What is Muda, Muri & Mura
X 2 = MURI To make 2 trips, carrying 6 tons at a time is Muri (overburden)…
© Confederation of Indian Industry CII-L M Thapar Centre for Competitiveness
What is Muda, Muri & Mura
X 6 = MUDA Making 6 trips, carrying 2 tons at a time is Muda (waste)…
© Confederation of Indian Industry CII-L M Thapar Centre for Competitiveness
What is Muda, Muri & Mura
= MURA
A mixture of the two is Mura (unevenness)
© Confederation of Indian Industry CII-L M Thapar Centre for Competitiveness
What is Muda, Muri & Mura X 3 =
no muda, no muri, no mura
3 trips, carrying 4 tons at a time, eliminates Muda, while at the same time no causing Muri.
© Confederation of Indian Industry CII-L M Thapar Centre for Competitiveness
What is Muda, Muri & Mura 12 TONS 1 ton
X 3 = NO 3M’s X 2 = MUDA (waste)
X 2 = MURI (over burden) Capacity : 4tons
MURA (unevenness)
Achieving such a balance everywhere in the company is one of the primary aims of the Toyota production system. Elimination of the “3Ms” is always in the Toyota employee’s mind, as everyone tries to keep waste down without causing overburden. © Confederation of Indian Industry CII-L M Thapar Centre for Competitiveness
CURRENT THINKING
REQUIRED THINKING
© Confederation of Indian Industry CII-L M Thapar Centre for Competitiveness
Understanding the Root causes of Wastes The Simple Approach :
1. Go and See 2. Analysis the situation 3. Ask “WHY?” 5 times - Uncover the root causes of waste and error, not the symptoms - Avoid to blame
© Confederation of Indian Industry CII-L M Thapar Centre for Competitiveness
KAIZEN The Key to Japan’s Competitive Success
© Confederation of Indian Industry CII-L M Thapar Centre for Competitiveness
© Confederation of Indian Industry CII-L M Thapar Centre for Competitiveness
Kaizen : - It is a tool for improvement and helps to improves our processes, it has got a wide scope of application.
APPLICATION: Daily Life Work places It is strong tool to support the cause of doing it and also reflects the involvement and Morale of the individuals/participants. © Confederation of Indian Industry CII-L M Thapar Centre for Competitiveness
Need for Kaizen • To reduce the cost by improving productivity • To improve the quality of the product • To reduce the cost to compensate for the increased cost of inputs. • To improve the Delivery of the product and reduce the lead time. • To improve the Morale • To reduce the chances of accident
COST SHOULD BE REDUCED
© Confederation of Indian Industry CII-L M Thapar Centre for Competitiveness
GENERATION OF KAIZEN • Clear cut understanding of the present process. • Ability to break down Method into Elemental break up. • Analyzing the present situation and relating it to 3M. Muda Muri Mura Kaizens can also be generated by comparison of two same/different processes having same characteristics
© Confederation of Indian Industry CII-L M Thapar Centre for Competitiveness
Identification of Kaizen Can this job be made more comfortable ?
Isn’t there a better method for this operation ?
Isn’t there a faster way of doing it ?
Isn’t there a safer way of doing this ? © Confederation of Indian Industry CII-L M Thapar Centre for Competitiveness
Steps for preparation of Kaizen GENERATION OF KAIZEN
PRESENTATION OF THE KAIZEN IN FORMATS
RECORDING OF KAIZEN IN FORMATS
© Confederation of Indian Industry CII-L M Thapar Centre for Competitiveness
Steps for preparation of Kaizen Format:• FORMATS present the information from many different sources in a structured and standardized way.
Recording :Recording is done to convert data into information which helps to increase knowledge,
© Confederation of Indian Industry CII-L M Thapar Centre for Competitiveness
Recording :Recording is done to convert data into information which helps to increase knowledge. Important points for Recording • There should be a standardized format • There should be a Kaizen no. allotted to the kaizen sheet • The presentation should be simple and self explanatory • Before and After situation comparison and Benefits should be the explained. © Confederation of Indian Industry CII-L M Thapar Centre for Competitiveness
Benefits:-
• Benefits are always derived by comparison of input and output. • Benefits can be tangible and non tangible. • Benefits are measured in the form of PQCDSM (Productivity, Quality, Cost, Delivery, Safety, Morale)
© Confederation of Indian Industry CII-L M Thapar Centre for Competitiveness
QUESTIONS TO GENERATE KAIZEN IDEAS
Can I reduce the strain in the operation ?
Can this improvement be applied else where ?
Is there an alternative way to do it ?
Can this be reduced ?
Can this be increased ?
How can I Identify the defect at Source ?
What are the Non-value adding operations ?
Can this be done in a faster, cheaper, safer & easier way ?
Can I reduce the variations ?
© Confederation of Indian Industry CII-L M Thapar Centre for Competitiveness
Kaizen Sheet Q
P
D
C
S
M
EG
EN
IT
Before Improvement:
Job damage during loading the job for Door inner front Lh – Indica X1
M16X2.0
DIA.25
DIA.19
18
GPPL FII
NOV-08
1
20
18 14
14
15
Sl.No.
Implemented By: RAUT S.G. Result/Benefit: Quality improved Zero rework / rejection Easy to locate the comp. Productivity increased
Customer complaint / rework of job 20
MM/YY
Implemented Area: D/I FRT LH OP-40
Kaizen Theme : To reduce rejection online ( easy locate the job in die) Problem/Present Status:
Company
12
15 mm
15 mm
10
10
90 mm
5
12
15
5
0
0 0
August A u gu st
S e pt .
Oc t .
Real Root Cause Identification: Regular Rework of panel WHY Job damage WHY Panel fouling at loading the job WHY Nail type Location pin in die Why As per design
After Improvement: M16X2.0
DIA.25
15 mm
DIA.19
Sept.
Oct.
Nov .
Standardization : Nail type location pin replaced by rounded pin.
15 mm
70 mm
Root cause : Design constraints Idea to eliminate root cause : Prevention of job damages at loading
Horizontal: Deployment at : No
Action taken : Location pin height reduced by 20 mm & nail type location convert © Confederation of Indian Industry into ball type
CII-L M Thapar Centre for Competitiveness
Company
Kaizen Sheet P
Q
Kaizen Theme :
C
D
S
M
EGY
ENV
IT
Sandhar
MM/YY
Sl.No.
12/08
4
Implemented Area: Inj Mldg
To minimize energy cost.
Implemented By: Yashpal Problem/Present Status: • The over head lights of 400W per set in Injn Mldg/press shop/ZDC. • 60 sets of lights. • Energy cost of Rs.5.6 Lacs per annum. • Poor lux level of 90.
Real Root Cause Identification:
Before Improvement:
Result/Benefit: • Cost saving of Rs 46,800 per annum.
( Picture or flow diagram )
After Improvement:
• Lux level increased from 90 to 250.
Standardization :
Energy cost is high. SOP got amended. Over head lights costing high.
( Picture or flow diagram ) Energy saving lights are not installed
Root cause
Photo of Implementer
Energy saving lights are not installed. To install T5 fittings of 4 rods of 50W Idea to eliminate root cause TFT fittings are installed in 10 places. Action taken
Horizontal Deployment at: 50 Write zone / M/C: ZDC/PS/IM
© Confederation of Indian Industry CII-L M Thapar Centre for Competitiveness
THEME:
KAIZEN
LOSS NO
MACHINE:
LOSS STRUCTURE: To reduce Inspection time
8A
BENCH MARK
10 Sec / Inspection
TARGET
1 Sec / Inspection
PROBLEM:
IDEA: To provide oil level visual indicator outside the gear box COUNTERMEASURE: Before
19.03.2001
Jayaraman Devanathan Krishnamoorthy Sivakumar
KAIZEN FINISH 31.03.2001
BENEFITS : After
Dip Stick Max
To check the oil level in gear box is very difficult & take more time
KAIZEN START
TEAM:
Inspection Time Reduction
Lock screw
17B3S
Gear Box
Gear Box
• Time saving / month
= 270 Sec
• Timings saving / Year
= 3240 Sec
• Effortless activity Min * * * * *
ANALYSIS: WHY 1 Inspection the oil level takes more time
Unlock Screws Remove Dip stick Inspect Assy dip stick Lock screw
* Inspect Only
HORIZONTAL DEPLOYMENT :
RESULT: WHY 2
WHY 3
Method of inspection is difficult
Basic machine design
Sec 10
Before
After Area
10 Sec
Socket BETTER 5
Hex Special
1 Sec 0
© Confederation of Indian Industry CII-L M Thapar Centre for Competitiveness
Status
` ` `
8/13 11/15 7/13
Thanks
© Confederation of Indian Industry CII-L M Thapar Centre for Competitiveness
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