Kaizen & Small Group Activities

11,410 views
11,179 views

Published on

ABOUT THE TRAINING PROGRAM :-
Kaizen is a system of continuous improvement in quality, technology, processes, company culture, productivity, safety and leadership. Kaizen was created in Japan following World War II. It comes from the Japanese words (“Kai”) which mean "change" and ("Zen") which means "good". Kaizen provides a foundation for exceeding goals, expectations and improving overall company performance.

DESIGNED FOR :-
Sr. Engineer, Engineer, Supervisor and Foreman engaged in maintenance, operation, Store, Supply chain, Quality, Safety and Engineering activities.

OBJECTIVE :-
At the conclusion of the training each Participates will be able to:-
Reduce work place stress
Increase team contribution to the company's "bottom line.
Continuous improvements in PQCDSM parameters.
Increase speed, improve quality and reduce non-value-added costs.
Creating a fun working environment

Published in: Business
4 Comments
10 Likes
Statistics
Notes
No Downloads
Views
Total views
11,410
On SlideShare
0
From Embeds
0
Number of Embeds
1
Actions
Shares
0
Downloads
532
Comments
4
Likes
10
Embeds 0
No embeds

No notes for slide

Kaizen & Small Group Activities

  1. 1. Improve Productivity, Quality, Safety, Moral of Workforce along with Reduce Cost & Response time with KAIZEN Activities. Presented by : - Mr. Deepak SahooPrepared by :- Mr. Deepak Sahoo , TPM Consultant
  2. 2. 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 minutesPrepared by :- Mr. Deepak Sahoo , TPM Consultant
  3. 3. Agenda • What is Kaizen ? • Change Process • SGA • SMED and Kaizen Tools • Kaizen Process • 16 Major losses • Kaizen Pillar - DetailsPrepared by :- Mr. Deepak Sahoo , TPM Consultant
  4. 4. Kaizen Make it better! Make it faster! Make it cheaper! Let’s spend a few minutes and talk about how we might make things: better, faster and/or cheaper.Prepared by :- Mr. Deepak Sahoo , TPM Consultant
  5. 5. What is Kaizen and it’s 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 ”Prepared by :- Mr. Deepak Sahoo , TPM Consultant
  6. 6. 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 Process of PLAN SHARE UNDERSTAND change start Management creates Share with Employees understandpolicy and provides the employees the vision of vision and mission. ManagementPrepared by :- Mr. Deepak Sahoo , TPM Consultant
  7. 7. Change !!!!! NAME FROM TO Customer Company Driven Customer Driven orientation Operational Output Inspection Input Setting Processes People processes Individual Effort Team Effort People skills By pass problem Finding Solution Decisions Consultative / Unilateral Empowered Leadership Managing Leading Management Style Delegation EmpowermentPrepared by :- Mr. Deepak Sahoo , TPM Consultant
  8. 8. 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
  9. 9. Team and SGA ? A collection of A Team Leader A group of guys Peoples 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
  10. 10. 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 team’s strengths and weaknesses  Has counseling skillsPrepared by :- Mr. Deepak Sahoo , TPM Consultant
  11. 11. How SGA will be success. Action Skills Resource plan Rewards Confusion Action Vision Resource plan Rewards Anxiety Action Vision Skills plan Rewards Frustration Vision Skills Resource Rewards No Start Action Vision Skills Resource plan Slow Change Action Vision Skills Resource plan Rewards ChangePrepared by :- Mr. Deepak Sahoo , TPM Consultant
  12. 12. Kaizen – Data Analysis Tools Fish Trend Why- Bone SMED 80:20 Analysis Why Process Value GAP Matrix Mapping OEE Loss Cost StructurePrepared by :- Mr. Deepak Sahoo , TPM Consultant
  13. 13. TPM is Double ‘S’ for sustained implementation Slow & Steady SweetPrepared by :- Mr. Deepak Sahoo , TPM Consultant
  14. 14. 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
  15. 15. 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
  16. 16. 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 LossesPrepared by :- Mr. Deepak Sahoo , TPM Consultant
  17. 17. 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
  18. 18. Tyre Changeover time 5 to 10 mins 5 to 10 secondsPrepared by :- Mr. Deepak Sahoo , TPM Consultant
  19. 19. F1 in 1957 videoPrepared by :- Mr. Deepak Sahoo , TPM Consultant
  20. 20. Ferrari Pit Stop in 2008 video – Slow MotionPrepared by :- Mr. Deepak Sahoo , TPM Consultant
  21. 21. 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 minsPrepared by :- Mr. Deepak Sahoo , TPM Consultant
  22. 22. SMED : Single Minute Exchange of Dies HIGH TRANSFER LINE SPECIAL SYSTEM VOLUME FLEXIBLE MANUFACTURING SYSTEM MANUFACTURING Cells STD. AND GEN. MACHINERY LOW HIGH VARIETYPrepared by :- Mr. Deepak Sahoo , TPM Consultant
  23. 23. 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 customerPrepared by :- Mr. Deepak Sahoo , TPM Consultant
  24. 24. Definition of Value Essentially, “value" is anything that the customer is willing to pay for.Prepared by :- Mr. Deepak Sahoo , TPM Consultant
  25. 25. 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 operationPrepared by :- Mr. Deepak Sahoo , TPM Consultant
  26. 26. 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 reducedPrepared by :- Mr. Deepak Sahoo , TPM Consultant
  27. 27. 3 Stage of SMED Separate Internal and External Setup Convert Internal Setup to External Setup Streamline Internal and External Elements Setup ReductionPrepared by :- Mr. Deepak Sahoo , TPM Consultant
  28. 28. Critical Analysis of all internal activities What is the Combine / purpose Change Time / Sequence When is it How is it required to being done Ask Five Whys for each W & H be done? Combine / Combine / Change Change Location / Person Who is doing Where is this position it? being done?Prepared by :- Mr. Deepak Sahoo , TPM Consultant
  29. 29. Standardize the mechanical work Tooling supplies are clearly Tooling supplies are neatly assigned a labeled unique location.Prepared by :- Mr. Deepak Sahoo , TPM Consultant
  30. 30. Steps to reduce time examples.Prepared by :- Mr. Deepak Sahoo , TPM Consultant
  31. 31. Kaizen Pillar Aim ? Kaizen pillar targets to reduce the losses in – P (Productivity) – Q (Quality) – C (Cost), – D (Delivery) – S (Safety) – M (Morale)Prepared by :- Mr. Deepak Sahoo , TPM Consultant
  32. 32. Systematic implementation of Kaizen Process 1) Select the topic. 2) Form a Project Team 3) Register the Topic. 4) Implement the improvement 5) Evaluate the resultsPrepared by :- Mr. Deepak Sahoo , TPM Consultant
  33. 33. 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 gainsPrepared by :- Mr. Deepak Sahoo , TPM Consultant
  34. 34. Seven Steps of Kaizen (KK Pillar).Step - 0 Select improvement topic  Select and register topic  Form project team  Plan activitiesStep - 1 Understand the situation  Identify bottleneck process  Measure failure, defects and other losses  Use baselines (Bench Mark) to set targetsPrepared by :- Mr. Deepak Sahoo , TPM Consultant
  35. 35. Seven Steps of Kaizen (KK Pillar).Step - 2 Expose and eliminate abnormalities  Thoroughly study and expose abnormalities  Restore deterioration and correct minor flaws  Establish basic equipment conditionStep - 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 prototypesPrepared by :- Mr. Deepak Sahoo , TPM Consultant
  36. 36. Seven Steps of Kaizen (KK Pillar).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 disadvantagesStep - 5 Implement Improvement  Carryout improvement plan  Perform tests, trial runs  Provide instructions to work on improved equipment, operating conditionsPrepared by :- Mr. Deepak Sahoo , TPM Consultant
  37. 37. Seven Steps of Kaizen (KK Pillar).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 againStep - 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.Prepared by :- Mr. Deepak Sahoo , TPM Consultant
  38. 38. Seven Steps of Kaizen (KK Pillar). 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 gainsPrepared by :- Mr. Deepak Sahoo , TPM Consultant
  39. 39. Achievements - 1 Plant OEE - Productivity Machine Down Time 90 1200 80 1000 1,064 70 80 60 72 800 642 50 63 600 400 40 30 400 20 200 10 0 0 2010 2011 2012 (EXPECTED) 2010 2011 2012 (EXPECTED) R&M Budget Avg. Delivery Lead Time 70 10804525 53 60 11756450 50 64 40 45 8000000 30 20 10 0 2010 2011 2012 (EXPECTED) 2010 2011 2012 (EXPECTED)Prepared by :- Mr. Deepak Sahoo , TPM Consultant
  40. 40. Achievements - 2 M/C Break Down(Major) 5S Score 40 100 37 35 90 30 80 25 70 83 90 60 20 50 15 40 28 10 11 30 5 20 1 10 0 0 2010 2011 2012 (EXPECTED) 2010 2011 2012 (EXPECTED) Inventory - Spare Parts Number of Suggestions 90 600 80 500 70 500 80 50 364 60 400 50 40 300 55 30 200 20 10 100 10 0 0 2010 2011 2012 (EXPECTED) 2010 2011 2012 (EXPECTED)Prepared by :- Mr. Deepak Sahoo , TPM Consultant
  41. 41. Achievements - 3 R&M Budget in USD for resins Energy Consumption - KWH plant 6500000 10804525 7873514 11756450 6782805 8000000 2010 2011 2012 (EXPECTED) 2010 2011 2012 (EXPECTED) Web matrix 100 95 80 73.6 60 40 20 10.8 0 2010 2011 2012 (EXPECTED)Prepared by :- Mr. Deepak Sahoo , TPM Consultant
  42. 42. 16 Major losses that KK Pillar will address.Prepared by :- Mr. Deepak Sahoo , TPM Consultant
  43. 43. Topic Registration Form 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 Prepared by – XYZ particles in product conveyor system 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 PM every ABC3 MondayPrepared by :- Mr. Deepak Sahoo , TPM Consultant
  44. 44. Step - 2Prepared by :- Mr. Deepak Sahoo , TPM Consultant
  45. 45. Action Plan Name OCT‘12 NOV’12 DEC’12 JAN’13 FEB’13 Team Formation Trained the Team about SGA Feasibility study Collection of current and Previous Data Gap Analysis and findings 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 - 2Prepared by :- Mr. Deepak Sahoo , TPM Consultant
  46. 46. FI : KPI Tracking Sheet 51.0% 47.9% 40.1% 39.0% 39.1% 35.5% 31.5% 29.6% 40.0% 26.0% 37.8% 32.8% Facilities Inspection KPI Month wise Oct11 Nov11 Dec11 Jan12 Feb12 Mar12 Apr12 May12 Jun12 Jul12 Aug12 Sep12Prepared by :- Mr. Deepak Sahoo , TPM Consultant
  47. 47. FI : KPI Tracking Sheet FI Points Received on Dept. Wise ( Quarterly basis ) 1% Civil 5% 9% Electrical 9% HVAC 45% logistics 10% Mechanical instrumentation 21% OperationPrepared by :- Mr. Deepak Sahoo , TPM Consultant
  48. 48. FI : KPI Tracking Sheet 68.7% 70.0% 60.0% 49.3% 51.4% 46.4% 48.1% 50.0% 40.0% 28.0% 30.0% 25.5% 20.0% 10.0% 0.0% Civil Electrical HVAC logistics Mechanical instrumentation Operation Civil Electrical HVAC logistics Mechanical instrumentation OperationPrepared by :- Mr. Deepak Sahoo , TPM Consultant
  49. 49. FI : KPI Tracking Sheet 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 logistics Mechanical instrumentation Operation FI KPI in Sept12 Phase 1 Target Phase - 2 TargetPrepared by :- Mr. Deepak Sahoo , TPM Consultant
  50. 50. 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
  51. 51. FI : Phase – 1 Dept. wise Target FI KPI - Sept12 Month Target (Phase - 1) 86.0% 85.0% 82.8% 78.5% 78.8% 77.3% 60.0% 55.8% 52.3% 50.4% 43.8% 40.0% 28.4% 12.2% Civil Electrical HVAC logistics Mechanical instrumentation OperationPrepared by :- Mr. Deepak Sahoo , TPM Consultant
  52. 52. FI current Status. Plan Implement improvement Check Results Consolidate gainPrepared by :- Mr. Deepak Sahoo , TPM Consultant
  53. 53. Easy to cleanPrepared by :- Mr. Deepak Sahoo , TPM Consultant
  54. 54. SOURCE OF CONTAMINATIONSPrepared by :- Mr. Deepak Sahoo , TPM Consultant
  55. 55. Usage of localised guardsPrepared by :- Mr. Deepak Sahoo , TPM Consultant
  56. 56. Easy to lubricatePrepared by :- Mr. Deepak Sahoo , TPM Consultant
  57. 57. 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 tankPrepared by :- Mr. Deepak Sahoo , TPM Consultant
  58. 58. EASY TO LUBRICATE Before After Difficult to Lubricate the oil to Easy to Lubricate the oil to gear box gear boxPrepared by :- Mr. Deepak Sahoo , TPM Consultant
  59. 59. Easy to InspectPrepared by :- Mr. Deepak Sahoo , TPM Consultant
  60. 60. THEME: LOSS NO. KAIZEN MACHINE: 10B3S KAIZEN START LOSS STRUCTURE: TEAM: J. Sriram To reduce Inspection time 8A Inspection Time Reduction Karunairaja 10.05.2001 Franklin KAIZEN FINISH BENCH MARK 30 sec / Day IDEA: To bring the pressure gauge for K.O. system outside the Sivakumar 25.05.2001 TARGET 2 sec / Day machine for easy inspection Ramalingam PROBLEM: COUNTERMEASURE: BENEFITS : Before After Time saving = 28 sec / Day Man hours saved per year = 15 hours Inspection is very difficult and taking more time in the pressure Pressure Other Benefits gauge for K.O. system Pressure gauge Inspection becomes easy gauge Inside the M/c Outside the M/c Difficult to Easy to Inspect Inspect ANALYSIS: Problem : Inspection is difficult RESULT: HORIZONTAL DEPLOYMENT : WHY 1 WHY 2 WHY 3 Sec. By machine 30 sec / change Pressure gauge 30 Inspection is Better kept inside the design very difficult No of Areas and it is machine taking 15 Identified : 5 Nos. moretime in pressure Implemented : 5 Nos. 2 sec / Day gauge for 0 K.O. system Before AfterPrepared by :- Mr. Deepak Sahoo , TPM Consultant
  61. 61. Prepared by :- Mr. Deepak Sahoo , TPM Consultant
  62. 62. DIFFICULT TO INSPECT- EASY TO INSPECT Before After Difficult to Inspect the belt Easy to Inspect the belt condition conditionPrepared by :- Mr. Deepak Sahoo , TPM Consultant
  63. 63. VISUAL CONTROLS Activity Symbol Tools CLEAN I LUB S INSPECTION NOCPrepared by :- Mr. Deepak Sahoo , TPM Consultant
  64. 64. Indication marks Indication for for nuts & bolts valve controlsPrepared by :- Mr. Deepak Sahoo , TPM Consultant
  65. 65. Arrow sign for indicating the Fan to indicate the rotating direction of Motor function of Chiller UnitPrepared by :- Mr. Deepak Sahoo , TPM Consultant
  66. 66. Prepared by :- Mr. Deepak Sahoo , TPM Consultant
  67. 67. Prepared by :- Mr. Deepak Sahoo , TPM Consultant
  68. 68. Prepared by :- Mr. Deepak Sahoo , TPM Consultant
  69. 69. Prepared by :- Mr. Deepak Sahoo , TPM Consultant
  70. 70. Thank You !!!! Any Question ? Connect With Me @ Mobile :- +974 – 3370 8982 Email :- dksahoo2@gmail.comPrepared by :- Mr. Deepak Sahoo , TPM Consultant

×