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Continuous Improvement

Prepared by
Md.Aminul Islam
Reliability Engineer
SADAF-SABIC
Email: aminulju@gmail.com
..tool is KAIZEN
 Japanese business philosophy of continuous improvement ..
...by Everybody! Everyday! Everywhere!

KAIZEN is a problem solving process with existing resources.

Find root causes of problems and solutions.

Kaizen works by reducing waste (Muda- waste) & eliminating

work processes that are overly difficult (Muri- overburden).

Kaizen focuses on applying small, daily changes that result in

major improvements over time and long-term profit.

Kaizen emphasizes that the process is the target and

employees can provide improvements .

Kaizen is an on-going, a never-ending improvement process.

It's a journey rather than a destination

 Identify an
opportunity
for
improvement
Plan for the
future/sustain Collect all
relevant data

Find any scope

for horizontal
deployment and Cycle Analyse the
process /data

of
deploy if
applicable.

Standardize the
solution
KAIZEN Find root cause of
the problem &
through proper develop an
documentation optimal solution

Study the
Implement the
results and
solution /
quantify
kaizen
benefits
 Replace conventional fixed ideas with fresh ones.
Think positive dont say cant
Think, Rethink and then attempt kaizen, with 100% clarity and understanding
Grasp the current situation, speak with data, manage by facts

Start by questioning current practices and standards. Ask why ? How?....

Seek the advice of many associates before starting a Kaizen activity.
Better the wisdom of 5 people that the expertise of 1

Dont make excuses. Make execution happen.

Use only appropriate tools, while implementing.
Do not seek perfection. Implement a solution right away, even if it covers
only 50 % of the target.
Correct mistakes as soon as they are found

No blame - treat others as you want to be treated

According to M. Imai, a guru in these management philosophies and practices, the three
pillars of kaizen are summarized as follows:
1. Housekeeping/5S 2. Waste elimination (7 type of
wastes)

3. Standardization.
Top Management commitment

Top Management commitment

Top Management commitment

Setting up an organization dedicated to promote Kaizen

Appointing the best available personnel to manage the Kaizen

process

Conducting training and education

Establishing a step-by-step process for Kaizen introduction.

KAIZEN + Innovation = Best Practice
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Suggestion system

KAIZEN system
 COOLING TOWER GEAR BOX BREATHER PROBLEM
Before kaizen What is the problem ?

Air trapped inside

the oil indicator
due to absence of
vent hole

Oil indicator
Gear box with oil inlet line breather system
chocked due to
dust deposition
in narrow hole.

Excess oil filling

due to wrong oil
level indication in
Motor with oil level indicator sight glass, which
leads to oil seal
failure & oil
leakage.
COOLING TOWER GEAR BOX BREATHER MODIFICATION
After kaizen Countermeasure

Made 10mm drill hole made at upper

position to remove the trapped air
during oil top up at gear box.

Modified oil indicator

Old breather cap

Modified breather system at oil

removed, side holes

plugged ,6mm hole
made at top face &
S.S. bend tube
welded
indicator

Complete oil level indicator

COOLING TOWER GEAR BOX BREATHER MODIFICATION
BENEFIT

Before kaizen

Oil seal damaged cost

Rs = 1500/-*12
Rs = 30,000/-

After kaizen SAVING MONEY

Oil indicator & breather Rs = (30,000 2000 )
valve modification cost
One machinist+ two
Rs = 28,000/-
finisher + 0ne welder
Rs = ( 500+1000+500 )/-
Rs = 2000/-
COOLING TOWER GEAR BOX OVERHAULING PROBLEM

Before kaizen What is the problem ? ( before kaizen )

Gear box model number B232
Manufacture - GREAVES
Gear ratio 12.972 : 1

This intermediate shaft standard floating

This is the intermediate shat bearing
=0.10mm . But there was no facility to check
locking cover. There was no any
the shaft floating. We checked from side
shaft lifting scope to check the
inspection door, which was not correct.
bearing floating.
GEAR BOX INTERMEDIATE SHAFT FLOTAING CHECK ARRANGEMENT
After kaizen
We are
checking
intermediate
shaft floating
by jacking
method.

Made 2 number drill hole with tap of M 16,

80 mm PCD on the bearing cover.
Now by Jacking the shaft towards bearing lock
plate with the help of 2nos M 12 bolt with
nut we can set the Floating.
We ensure floating 0.10 mm at
intermediate shaft bevel gear face
through dial gauge.
GEAR BOX INTERMEDIATE SHAFT FLOTAING ARRANGEMENT

BENEFIT
Before kaizen After kaizen

There was no scope for set the
floating at intermediate shaft
bearing.
Maintain the maintenance procedure
perfectly.
(Presently M 12 bolt installed at bearing
cover).

Two man engaged at 8 hours Two man engaged at 4 hours

Two man power cost = Rs ( 125*2 *8 ) Two man power cost = Rs (125*2 * 4 )
= Rs 2000 = Rs 1000

Manpower cost saving = Rs (2,000 1,000 )/-

= Rs 1,000/-
 Improve the overall culture of the company and
increase employee retention
Improve employee communication and
cooperation
Building excellent teamwork that work together to
solve problems.
Improve morale and employee satisfaction
Show employees trust: Another way to help Kaizen
succeed in a manufacturing environment is to show
workers that they are trusted
Increase plant/equipment efficiency
 Reducing Waste & cost
Improving Safety standard
Increase plant productivity & profit
Simplifying work processes by eliminating difficult
work
Improve quality-related behaviour and
achievements.

It will also create a positive environment for

various employees/ teams to compete against
each other and these give a 'win-win' situation
between the organization and employees.
 KAIZEN- Approach is one of the tools for quality improvement in the industry
The one of important purposes of KAIZEN is to eliminate waste in work place
Maximum utilization of existing resources
Anyone can do it with: Little knowledge , Little dedication ,Little hard work
and A very big positive attitude
Our wisdom has no limitation
Kaizen results can be measured in many ways as
below:-
Number of kaizen completed per employee per year

Percentage participation level of employees

Economic benefits in SAR/USD

Qualitative benefits measured in terms of Near miss

accidents

Drop in ppm levels of quality