Kaizen Eye

KAIZEN EYE

Procedure for Focused Improvement Implementation

(Breaking out the vicious cycle that prevents

improvements)

1 – Select a topic

2 – Form a project team

3 – Register the topic

4 – Implement the improvement

5 – Evaluate the result

Step by step Procedure for

Focused Improvement

Activity/Step

Detailed outline

Step 0 - Select

Improvement topic

1. Select and register topic

2. Form project team

3. Plan activities

TOPIC REGISTRATION FORM

To: Chairman, Focussed Improvement Committee

Date: 20 December 1989

Topic: Kaizen against foreign matter in

product conveyor system

Type of Loss: Quality Loss

Planned Duration: January 1990 to March 1990

Leader Name: Ganesh

Scheduled Meetings: 1:00 – 3:00 pm every Friday

From: No. 1 Production Section, Production

Department

Prepared by: Nitin

Responsible: Project team

Members: Rahul

Vikram

Ashok

Step 1: Understand situation 1. Identify bottleneck

areas and processes

2. Measure failures,

defects, and other

losses

3. Use baselines to set

targets


Focused Improvement (Contd)

Step2: Expose and

eliminate

abnormalities

1. Painstakingly expose all

abnormalities

2. Restore deterioration

and correct minor flaws

3. Establish basic

equipment conditions



Step3: Analyze causes 1. Stratify and analyze losses

2. Apply analytical techniques

(Why Why Analysis, PM

Analysis, FTA, etc)

3. Employ specific technology,

fabricate prototypes,

conduct experiments if

necessary



Step 4: Plan Improvement 1. Draft improvement

proposals and prepare

drawings

2. Compare cost-

effectiveness of alternate

proposals and compile

budget

3. Consider possible harmful

effects and disadvantages



Step 5: Implement

improvement

1. Carry out improvement plan

2. Practice early management

(perform test operation and

formal acceptance)

3. Provide instruction on

improved equipment, operating

methods, etc.



Step 6: Check results 1. Evaluate results with time as

improvement project

proceeds

2. Check whether targets have

been achieved

3. If not, begin again from step

3 (analyze causes)



Step 7: Consolidate gains 1. Draw up control

standards to sustain

results

2. Formulate work standards

and manuals

3. Feed information back to

maintenance prevention

program.



Countermeasure vs. Kaizen

• Countermeasure is for today’s problem

• Kaizen is for future

• Need for re-thinking about Kaizen

Kaizen thinking

– Physical phenomena of Breakdown/quality

defect

• Describes the problem exactly(e.g. worn out, crack

and not use abstract words like damage)

• As a gap between desired and actual status

• Is factual and data based

• Existence can be verified

Kaizen thinking

– Action taken

• Describes the action taken for this phenomena that led to problem removal on the day or at the earliest occasion after the problem was detected

• Problem and action are at the ‘gemba’ or ‘workplace’

• This action is adequate for this problem. This may not be appropriate whenever this problem occurs – as same problem can happen because of more than one causes

• This action is to be verified for some time before we record it as an effective action.(data should be available)

Kaizen thinking

– Why – Root cause identification

• Why was the ‘action’ required is the first question.

• Answer the why and decide on action

• Go to next why from the ‘answer’ of the previous

stage

• Try to go up to 5 times why

• Final answer must come from one of the five

categories.(see next page)

Kaizen thinking

– Why – Root cause identification (contd.)

• Poor JH or absence of CLIT activities

• Poor skill

• Poor design of process/equipment

• Natural deterioration(wear out) or age effect

• No standard for working or standards not in use.

• Based on this conclusion, we need to decide

whether a Kaizen is required. (Kaizen is for

future and different from countermeasure).

Kaizen thinking

– Kaizen Idea

• Exact opposite of root cause

– At this time decide ‘what was it that I did not

do which led to this problem’ and record that

in the Kaizen format.

Kaizen thinking

- Kaizen and action plan

a. Review the countermeasure

- If it is a poka yoke then integrate into a system for

periodically checking it and training people on the

standard.

b. Under below circumstances consider developing

the ‘Kaizen idea’ into a ‘Kaizen for future’:

- does its’ effectiveness depend on attentivity of people

- Will it be effective in a limited way, whereas the

machine/tool/equipment is used with many more

applications

- Will it fail if there are any changes in the process

parameters

C. Develop an action plan for implementing the

Kaizen that will sustain the improvement.

Activity KK JH QM PM SHE OTPM DM ET Company Logo

KAIZEN IDEA - SHEETLoss No./

Step Company name below logo

Result Area P Q C D S M

Plant : Machine :

kaizen theme : Idea :

Problem/present status : Countermeasure : Bench mark

Target

(In words) Kaizen start

Kaizen Finish

Team members

(Illustration with sketch )

(Illustration with sketch )

Benefits:

Analysis : Results :

(why - why analysis) Scope & plan for Horizontal Deployment

( Illustration with sketch )

S

no

M/c

No.

Responsibility StatusTargert

date

3rd / 4th KAIZEN

CONFERENCE

THEME REDUCE/ELIMINATE/INCREASE

PROBLEM CORRECT OBSERVATION

ANALYSIS (ROOT

CAUSE)

1. Poka 5. Coolant

2. Less Friction 6. Big

3. Fully 7.Long

4. Many Bolts 8.Cannot detect

9. Difficult

IDEA OPPOSITE OF ROOT CAUSE

1. Poka Yoke 5. No Coolant

2. More Friction 6. Small

3. Partly 7. Short

4. Less Bolts 8. Can detect

9. Easy

COUNTERMEASURE PROVIDING/CHANGING

RESULT REDUCE REDUCE ELIMINATE

TIME FREQUENCY

INCREASE LIFE

BENEFIT INCREASE PRODUCTION

REDUCE COST

KAIZEN EYE

KAIZEN IDEA SHEET

Kaizen Theme:

Results:

Problem / Present Status:

Analysis:

Sundram Fasteners Ltd,

Padi, Chennai - 600 050

Idea:

Countermeasure:

Bench Mark

Target

Kaizen Start

Kaizen Finish

Team Members:

Benefits:

Scope & Plan for Horizontal Deployment

Sl.No Part No Target Resp Status

Activity

Result Area

KK JH QM PM SHE OTPM IC E&T

Loss No /

Step

P Q C D S M

KAIZEN

CONFERENCE

Plant: Department: Operation:

Raw material yield improvement

in M 02960 nut

Padi HNF / SSU Module Machine : MW 48 Forging

Machining allowance (more)

Forged as a blank and

finished mostly by machining

Finished mostly in forging with

very little machining

130 gms / nut

112 gms / nut

03rd March ‘2000

28th March ‘2000

Products are to be forged to near

finish shape with minimum machining.

RAW MATERIAL (RM) SAVINGS

RM saved per nut = 18 gms

Quantity forged per year = 23,64,000 Nos.

RM saved per year = 42.55 MT

RM cost saved per year =Rs..11.92 Lakhs

1. M88180 15Jul ‘00 Prodn. Completed

2. M85070 31Jul’00 Prodn. Completed

3. M02720 15Aug’00. Prodn. Completed

Why 1:

Products are forged with extra

material and machined subsequently

Why 2:

This process was recommended

by the forging machine manufacturer

Mr. Sridhar. S.

Mr. Kannadas..B

Mr. Gajendran.M

Mr. Srinivasan. N.M.

Mr. Sakthivel. V.

Mr. Suresh. P.N.

Mr. Vishnuprabhu

16

Better 88%

76%

40%

50%

60%

70%

80%

90%

100%

BEFORE AFTER

RM YIELD %

P

Documents

Kaizen Eye