The document outlines the principles and implementation of Kaizen practices aimed at improving productivity, quality, and worker morale while reducing costs and response times in the workplace. It discusses essential concepts such as change processes, team dynamics, and Kaizen tools including SMED and 5S, as well as a structured approach for systematic implementation. The goal is to maximize overall plant effectiveness by eliminating losses through small group activities and continuous improvement methods.

1. 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

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 minutes
Prepared by :- Mr. Deepak Sahoo , TPM Consultant

3. 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

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. 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. 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 understand
policy and provides the employees the vision of
vision and mission. Management
Prepared by :- Mr. Deepak Sahoo , TPM Consultant

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 Empowerment
Prepared by :- Mr. Deepak Sahoo , TPM Consultant

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. 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. 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 skills
Prepared by :- Mr. Deepak Sahoo , TPM Consultant

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 Change
Prepared by :- Mr. Deepak Sahoo , TPM Consultant

12. Kaizen – Data Analysis Tools
Fish Trend
Why- Bone
SMED
80:20
Analysis
Why
Process
Value GAP Matrix
Mapping OEE
Loss Cost Structure
Prepared by :- Mr. Deepak Sahoo , TPM Consultant

13. TPM is Double ‘S’ for sustained implementation
Slow & Steady Sweet
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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. 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. 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

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. Tyre Changeover time
5 to 10 mins 5 to 10 seconds
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19. F1 in 1957 video
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20. Ferrari Pit Stop in 2008 video – Slow Motion
Prepared by :- Mr. Deepak Sahoo , TPM Consultant

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 mins
Prepared by :- Mr. Deepak Sahoo , TPM Consultant

22. SMED : Single Minute Exchange of Dies
HIGH
TRANSFER
LINE
SPECIAL
SYSTEM
VOLUME
FLEXIBLE
MANUFACTURING
SYSTEM
MANUFACTURING
Cells
STD. AND GEN.
MACHINERY
LOW HIGH
VARIETY
Prepared by :- Mr. Deepak Sahoo , TPM Consultant

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 customer
Prepared by :- Mr. Deepak Sahoo , TPM Consultant

24. Definition of Value
Essentially, “value" is anything that the
customer is willing to pay for.
Prepared by :- Mr. Deepak Sahoo , TPM Consultant

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 operation
Prepared by :- Mr. Deepak Sahoo , TPM Consultant

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 reduced
Prepared by :- Mr. Deepak Sahoo , TPM Consultant

27. 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

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. 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. Steps to reduce time examples.
Prepared by :- Mr. Deepak Sahoo , TPM Consultant

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. 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 results
Prepared by :- Mr. Deepak Sahoo , TPM Consultant

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 gains
Prepared by :- Mr. Deepak Sahoo , TPM Consultant

34. Seven Steps of Kaizen (KK Pillar).
Step - 0 Select improvement topic
 Select and register topic
 Form project team
 Plan activities
Step - 1 Understand the situation
 Identify bottleneck process
 Measure failure, defects and other losses
 Use baselines (Bench Mark) to set targets
Prepared by :- Mr. Deepak Sahoo , TPM Consultant

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 condition
Step - 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 prototypes
Prepared by :- Mr. Deepak Sahoo , TPM Consultant

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 disadvantages
Step - 5 Implement Improvement
 Carryout improvement plan
 Perform tests, trial runs
 Provide instructions to work on improved equipment,
operating conditions
Prepared by :- Mr. Deepak Sahoo , TPM Consultant

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 again
Step - 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. 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 gains
Prepared by :- Mr. Deepak Sahoo , TPM Consultant

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. 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. 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. 16 Major losses that KK Pillar will address.
Prepared by :- Mr. Deepak Sahoo , TPM Consultant

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
Monday
Prepared by :- Mr. Deepak Sahoo , TPM Consultant

44. Step - 2
Prepared by :- Mr. Deepak Sahoo , TPM Consultant

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 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

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
Oct'11 Nov'11 Dec'11 Jan'12 Feb'12 Mar'12 Apr'12 May'12 Jun'12 Jul'12 Aug'12 Sep'12
Prepared by :- Mr. Deepak Sahoo , TPM Consultant

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% Operation
Prepared by :- Mr. Deepak Sahoo , TPM Consultant

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 Operation
Prepared by :- Mr. Deepak Sahoo , TPM Consultant

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 Sept'12 Phase 1 Target Phase - 2 Target
Prepared by :- Mr. Deepak Sahoo , TPM Consultant

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. FI : Phase – 1 Dept. wise Target
FI KPI - Sept'12 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 Operation
Prepared by :- Mr. Deepak Sahoo , TPM Consultant

52. FI current Status.
Plan
Implement improvement
Check Results
Consolidate gain
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53. Easy to clean
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54. SOURCE OF CONTAMINATIONS
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55. Usage of localised guards
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56. Easy to lubricate
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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 tank
Prepared by :- Mr. Deepak Sahoo , TPM Consultant

58. EASY TO LUBRICATE
Before After
Difficult to Lubricate the oil to Easy to Lubricate the oil to
gear box gear box
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59. Easy to Inspect
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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 After
Prepared by :- Mr. Deepak Sahoo , TPM Consultant

61. Prepared by :- Mr. Deepak Sahoo , TPM Consultant

62. DIFFICULT TO INSPECT- EASY TO INSPECT
Before After
Difficult to Inspect the belt Easy to Inspect the belt condition
condition
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63. VISUAL CONTROLS
Activity Symbol Tools
CLEAN
I
LUB
S
INSPECTION
NOC
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64. Indication marks
Indication for
for nuts & bolts
valve controls
Prepared by :- Mr. Deepak Sahoo , TPM Consultant

65. Arrow sign for indicating the
Fan to indicate the
rotating direction of Motor
function of Chiller Unit
Prepared by :- Mr. Deepak Sahoo , TPM Consultant

66. Prepared by :- Mr. Deepak Sahoo , TPM Consultant

67. Prepared by :- Mr. Deepak Sahoo , TPM Consultant

68. Prepared by :- Mr. Deepak Sahoo , TPM Consultant

69. Prepared by :- Mr. Deepak Sahoo , TPM Consultant

70. Thank You !!!!
Any Question ?
Connect With Me @
Mobile :- +974 – 3370 8982
Email :- dksahoo2@gmail.com
Prepared by :- Mr. Deepak Sahoo , TPM Consultant