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Electronic International Interdisciplinary Conference 2012 September, 3. - 7. 2012

AbstractPaper deals with the Kobetsu Kaizen approach, which is an important pillar of TPM. The paper describes the value of this approach and its implementation process. The case study is focused on the analysis of breakdown losses on the printing press and mentions the improvements which were applied to minimize these losses. Keywords - Total Productive Maintenance (TPM); Kobetsu Kaizen; Overall Equipment Effectiveness (OEE) ; 16 Major Losses

In todays highly dynamic and rapidly changing environment, the global competition among organizations has led to higher demands on the manufacturing organizations. The rapidly changing global marketplace calls for improvements in a companys performance by focusing on cost cutting, increasing productivity levels, quality and guaranteeing deliveries in order to satisfy customers [4]. Efficiency and effectiveness of equipment plays a dominant role in manufacturing industry to determine the performance of the organizational production function as well as the level of organization`s success [2]. These facts provide impetus for adopting effective and efficient maintenance strategies. Total Productive Maintenance (TPM) is a maintenance approach that optimizes equipment effectiveness, eliminates breakdowns, losses and promotes autonomous maintenance by operators through day-to-day activities involving total workforce [1]. The goal of the TPM program is to markedly increase production while, at the same time, increasing employee morale and job satisfaction. TPM brings maintenance into focus as a necessary and vitally important part of the business. It is no longer regarded as a non-profit activity. The basic practices of TPM are often called the pillars or elements of TPM. The core TPM initiatives classified into eight TPM pillars or activities for accomplishing the manufacturing performance improvements include Autonomous Maintenance; Kobetsu Kaizen (Focused

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Kobetsu Kaizen its value and application

Andrea Stov
Department of Integrated Management Faculty of Metallurgy, TUKE Koice, Slovak Republic andrea.sutoova@tuke.sk

tefan Markulik
Department of Safety and Quality Faculty of Mechanical Engineering, TUKE Koice, Slovak Republic stefan.markulik@tuke.sk

Marek olc
Department of Integrated Management Faculty of Metallurgy, TUKE Koice, Slovak Republic marek.solc@tuke.sk

Improvement); Planned Maintenance; Quality Maintenance; Education and Training; Office TPM; Development Management; and Safety, Health and Environment [6]. One of the key essences of TPM is to eliminate losses associated with the production system, which is the issue of Kobetsu Kaizen pillar. Kobetsu Kaizen is one of the original pillars and is considered to be a mother of other pillars. II. TPM`S KOBETSU KAIZEN PILLAR

I.

INTRODUCTION

A. Characteristic and Purposes of Kobetsu Kaizen "Kai" means change, and "Zen" means good (for the better). Kaizen is the opposite of big spectacular innovations. Kaizen is small improvements carried out on a continual basis and involves all people in the organization. Kaizen requires no or little investment [3] Kaizen is a culture of sustained continual improvement focusing on eliminating losses in all systems and processes of an organization. While kaizen usually delivers small improvements, the culture of continual aligned small improvements and standardization yields large results in the form of compound productivity improvement. Kobetsu Kaizen uses a special event approach that focuses on improvements associated with machines and is linked to the application of TPM. Kobetsu Kaizen begins with an up-front planning activity that focuses its application where it will have the greatest effect within a business and defines a project that analyses machine operations information, uncovers waste, uses a form of root cause analysis (e.g., the 5 Why approach) to discover the causes of waste, applies tools to remove waste, and measures results. Kobetsu Kaizen is aimed at improving production effectiveness by systematic identification and elimination of losses using various Kaizen tools (PM analysis, 5-Why analysis, Summary of losses, Kaizen register, Kaizen summary sheet, ect.) [5]. Important aspects of Kobetsu Kaizen are people motivation as well as their education and training.

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Electronic International Interdisciplinary Conference 2012 September, 3. - 7. 2012

Kobetsu Kaizen effort is closely related to Education and Training pillar, Autonomous Maintenance, Planned Maintenance and other pillars of TPM. B. Clasification of losses In the initial stages, TPM initiatives focus upon addressing six major losses, which are considered significant in lowering the efficiency of the production system. These losses are considered in the calculation of Overall Equipment Effectiveness (OEE), which has become widely accepted as a quantitative tool essential for measurement of productivity in manufacturing operations (Fig. 1).

In all, Kobetsu Kaizen takes into consideration 16 major losses impeding the manufacturing performance and efficiency. These losses are categorized into the three categories shown in TAB. 1.
TABLE I. CATEGORIZATION OF 16 MAJOR LOSSES [2] Category

Loss 1. Failure loss - Breakdown loss 2. Setup / adjustment loss 3. Start up loss 4. Minor stoppage / Idling loss 5. Speed loss 6. Defect / rework loss 7. Scheduled downtime loss 8. Tool changeover loss 9. Management loss 10. Operating motion loss 11. Line organization loss 12. Logistic loss 13. Measurement and adjustment loss 14. Energy loss 15. Consumables (jig, tool, die) loss 16. Yield loss.

C. Implementation of Kobetsu Kaizen Kobetsu Kaizen implementation process consists of following steps [7]: selecting the of improvement topic and project team formation - composed of people such as production engineers, maintenance personnel and operators. identification and classification of losses,

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prioritising losses based on analyzing the losses that affect OEE, according to number of occurrence and duration of loss or type of loss (sporadic or chronic), analyzing causes application of analytical tools (PM analysis, FTA, FMEA, Why-why analysis, seven quality management tools, etc.) to stratify and analyze causes, improvements planning (comparing cost-effectiveness of alternative proposals, considering possible harmful effects and disadvantages), implementing improvements, checking results. III. CASE STUDY

The study was realized in the organization dealing with production and selling of packaging materials for food industry. The aim of the study was to identify and eliminate breakdown causes of printing presses. The breakdown losses were considered a priority for solution to enhance availability of the equipment. In order to identify significant failure units of the equipment, maintenance records from the last two months were analyzed. Pareto diagram was used for data analysis (Fig. 2). The units causing the most significant downtimes were pressure rollers and cooling drums. The average printing press production of packaging film is 200m per minute. The loss of the packaging film production attributed to the most significant equipment units was 336800m.

Figure 1. Calculation of OEE [2].

Losses that impede equipment efficiency

Loses that impede human work efficiency

Loses that impede effective use of production resources Figure 2. Pareto analysis of downtimes by equipment units

The breakdown causes of these units were further analyzed by Ishikawa diagrams using brainsotorming attended by superiors, maintenance workers and operators. The following Fig. 3 shows Ishikawa diagram for pressure roller and Fig. 4 Ishikawa diagram for cooling drum.

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Electronic International Interdisciplinary Conference 2012 September, 3. - 7. 2012

Incorrect adjustment

Machine

During brainstorming the guiding bars were identified as a most significant problem causing pressure roller breakdowns. 5 - Why method was used in order to identify the core root of guiding bars smear: Why the guiding bars are dirty? Because they weren`t cleaned. Why? Because maintenance worker don`t know when to clean it. Why? Because it is no instruction for cleaning. Why? Because the instruction wasn`t developed.

For the elimination of identified problem, the cleaning form was developed, which consists of following issues: Object of cleaning, Period of cleaning, Cleaning method, Cleaners, Responsible person, Date of cleaning. Man
High humidity Unsuitable temperature Inattention of operators Cooling drum Inappropriate material of pin Incorrect diagnostic Lack of cooperation between operators and maintenance

Environment

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Method

Man
Incorrect exchange method of slew Inattention of operators Lack of cooperation between operators and maintenance Operators aren`t trained Pressure roller

In the case of cooling drum the poor quality bearings were identified as the most significant cause. Improvements were realized by replacing the bearings. Four months after improvements implementation the effectiveness of improvements was checked. Data from maintenance records were analyzed from two months. There was a 78% decrease of downtimes caused by pressure rollers and 84% decrease of downtimes caused by cooling drums. ACKNOWLEDGMENT

Equipment wear Dirty guiding bars

Missing cuff

This paper was supported by grant project VEGA No. 1/0004/11. REFERENCES
[1] B. Bhadury, (2000), "Management of productivity through TPM", Productivity, Vol. 41, No. 2, pp 240-251. I.P.S. Ahuja, J.S. Khamba, (2008) "Total productive maintenance: literature review and directions", International Journal of Quality & Reliability Management, Vol. 25, No. 7, pp.709 756. K. Teplick, K. ulkov, (2011) "Kaizen and its applying during cost decreasing in process of production firm maintenance , Annals of Faculty Engineering Hunedoara, Vol. 9, No. 3, pp. 1-7. M. Dogra, V. S. Sharma, A. Sachdeva and J. S. Dureja, (2011) "TPM- a key strategy for productivity improvement in process industry", Journal of Engineering Science and Technology, Vol. 6, Iss: 1, pp. 1-16. P. M. Charantimath , Total Quality Management, 2nd ed., Singapore: Pearson Education, 2011. Rodrigues, M. and Hatakeyama, K. (2006), Analysis of the fall of TPM in companies, Journal of Materials Processing Technology, Vol. 179 Nos 1-3, pp. 276-9. T. Suzuki, TPM in process industry, 1st ed., New York: Productivity Press,1994.

Material
Figure 3. Ishikawa diagram for pressure roller [2]

[3]

[4]

[5] [6]

[7]

Poor quality bearings

Material

Measurement

Figure 4. Ishikawa diagram for Colling drum

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