WELCOME ALL TO OUR GROUP PRESENTATION ON

KAIZEN

12.12.2010 MSRSAS – EMM Module Leader: Asst.Prof. Lokesh

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 Change for the better
Philosophy or practices that focus upon continuous improvement of
processes in manufacturing, engineering, supporting business processes,
and management.

Aims to eliminate waste

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 Key features of Kaizen

 Improvements are based on many, small changes rather than the

radical changes that might arise from Research and Development

 As the ideas come from the workers themselves, they are less likely
to be radically different, and therefore easier to implement

 Small improvements are less likely to require major capital investment

than major process changes

 The ideas come from the talents of the existing workforce, as opposed to
using R&D, consultants or equipment – any of which could be very expensive

 All employees should continually be seeking ways to improve

their own performance

 It helps encourage workers to take ownership for their work,

and can help reinforce team working, thereby improving worker motivation

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 Management

2 components :

Maintenance :
Establish policies, rules,
directives and standard operating
procedures (SOPs) and then work
towards ensuring that SOP.

2. Improvements :
Revising the current standards,
once they have been mastered,
and establishing higher ones.
Improvement can be broken down
between innovation and Kaizen

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 BASIC
BASIC KAIZEN
KAIZEN
TOOLS
TOOLS
1.1. TARGET
TARGETPROGRESS
PROGRESSREPORT
REPORT
2.2. STANDARDIZED
STANDARDIZEDWORK
WORKSHEET
SHEET
3.3. TIME
TIMEOBSERVATION
OBSERVATIONSHEET
SHEET
4.4. CYCLE
CYCLETIME
TIME//TAKT
TAKTTIME
TIMEBAR
BARCHART
CHART
5.5. YAMAZUMI
YAMAZUMI(STACK)
(STACK)CHART
CHART
6.6. STANDARDIZED
STANDARDIZEDWORK
WORKCOMBINATION
COMBINATIONSHEET
SHEET
7.7. CAPACITY
CAPACITYSHEET
SHEET
8.8. KAIZEN
KAIZENPROPOSAL
PROPOSALSHEET
SHEET
9.9. KAIZEN
KAIZENNEWSPAPER
NEWSPAPER
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 Using
Using the
the Basic
Basic Kaizen
Kaizen
Tools
Tools

3
1 2 3
1 2

Calculate Takt Time. Pair up 2 for each process.

Calculate Takt Time. Pair up 2 for each process.
One
Identify
Identifyproblems.
problems.
Observe site.
Observe site. Onetimes w/ stopwatch, other jots
times w/ stopwatch, other jots
Set down times.
Settargets and enter on Target Identify
targets and enter on Target IdentifyProcess.
Process. down times.
Find best times.
Progress Report Prepare
PrepareStandardized  Find best times.
Progress Report
Plan & initiate Kaizen Work Sheet
Standardized Verify
VerifyififCycle Time meets Takt
Cycle Time meets Takt
 Plan & initiate Kaizen Work Sheet Time.
Workshop. Time.
Workshop.

4
4 5
If equipment seems to lack
If equipment seems to lack
in capacity, use Capacity
in capacity, use Capacity
Sheet to define problems.
Sheet to define problems.
Fill out Standardized Work
 Fill out Standardized Work
Combination Sheet with best
Combination Sheet with best
times.
times.
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5 6
Note long times on Combination
Note long times on Combination Try out ideas for kaizen
Sheet, there are opportunities for Try out ideas for kaizen
Sheet, there are opportunities for immediately, verify results.
Kaizen. immediately, verify results.
Kaizen. Prepare Kaizen Proposal
Continue to observe site, note  Prepare Kaizen Proposal
 Continue to observe site, note Sheets for effective kaizen ideas.
problems on Kaizen Newspaper Sheets for effective kaizen ideas.
problems on Kaizen Newspaper

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7 

Update Kaizen newspaper. Kaizen EVERY

Update Kaizen newspaper.
Update
Kaizen EVERY
UpdateTarget Progress Report.
Target Progress Report. DAY!!.
DAY!!.

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 KAIZEN PROPOSAL SHEET

Location Objective Date Operator

Before After

Problem Effects (cycle time / inventory / changeover time reduction,poka yoke etc.)

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 Kaizen Cases emphasizing Lean perception

Before After

Components batch size Components batch size

for H.T- 2000 Nos for H.T- 200 Nos

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 Kaizen Cases emphasizing Lean perception

BEFORE AFTER
Better Visualization for the Dresser movement
Diamond holder is not retracting
back some times

Reduction in Defective pcs/shift

Why- why 60
1.Diamond Holder
not retracting back. 40
2. Holder is sticky.
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3. Due to dust accumulation.
Solution: Provided transparent guard for 0
easy Inspection & correction Before After
Benefits: Reduction in Inspection time
Operator ensures quill back in place Action is sustained which is ensured by the elimination of
defective pieces.
Savings : Rs 235440/ Annum

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 Kaizen Cases emphasizing Lean perception

BEFORE

Process flow of Surface Lapping wheel mounting

Flange Wheel Araldite Applying Fixing wheel

wire brush Surface & Hardener gum on & Air bubble
cleaning cleaning mixing Flange removing

Keeping
Drying even weight
on the wheel

Araldite & Hardener Lapping wheel Flange

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 Kaizen Cases emphasizing Lean perception

Why we need a CIP for this Process

 Time consuming process (2hrs for mounting, 24hrs for curing).

 Adhesive & Resin not easily available.
 Usage of chemicals pose environmental hazard.
 Expertise was required for mounting.
 Spillage on floor leading to poor 5S.
 Two manual labors required.
 Flanges need to be sent for burning after use which is expensive

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 Kaizen Cases emphasizing Lean perception

AFTER
Use wheel of Nut moulded type
In the flange holes are provided
Wheel will be mounted by tightening the Allen bolts through flange

Flange with bolt holes Wheel with nut moulded New simplified process
 Clean the flange.
 Mount the flange on the wheel.
 Align the flange & wheel.
 Insert the Allen bolts & tighten.

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 Kaizen Cases emphasizing Lean perception

Advantages

• Time saved = ~24hrs.

• Hardener & Resin cost saved. Sustenance

• No expertise required for mounting.

• Usage of chemicals abolished. Actions are up-to-date – in order to

reduce the changeover time and
• Only one man power required. deskilling the process.

• 5S improved.

• Flanges can be reused immediately.

Savings : 43200 Rs / Annum

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 Kaizen Cases emphasizing Lean perception

Before After
Abnormality in stocking the Super market concept with quite a
packing material few bins offered for storing unlike
kind of packing materials and FIFO
maintained.

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 Kaizen Cases emphasizing Lean perception

THEME: To reduce breakdowns

Solution: Shift all critical to convenient place
Problem: Pressure gauges not visible
Provide green and red range
No indication

Before: After: Actions are added in 2nd level

Maintenance check list as LPC

Not able to see the indicator All gauges at single location

Indicator is not in convenient Better visualization
place
Savings : Rs 10080/BD –considering repair time =3hrs

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 Kaizen Cases emphasizing Lean perception

Kaizen for a ‘Z’ type DV valve holder

BEFORE AFTER
1. Manual Bore & seat 1. Machine Lapping introduced
Lapping done
2. Seat grinding done in SPM
2.Cycle time > 20 mins
3. Cycle time < 1 mins
3. First pass yield is < 65 %
4. First pass yield is > 92%
4. Lead time - 30 days
5. Lead time – 7 days

To keep away from laborious hand

Lapping, measures are customized
and updated in instruction charts. Multi spindle
Machine lapping—Rs-
36600 / Annum
Hand lapping savings

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 Kaizen Cases emphasizing Lean perception

THEME: To reduce batch size from 2000 to 1000pcs

in honing Out station.
Problem: Metal bins of 2000 capacity used
in OUT location
Solution: Use plastic bins of 1000pcs batch size
BEFORE: AFTER:

Batch size reduction from 2000 to 1000

Benefits: Risk of slippage while lifting avoided
Easy to quarantine defective lots
Inventory reduced between process

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 Kaizen Cases emphasizing Lean perception

THEME : To reduce breakdown due

to table indexing trouble

PROBLEM: Frequent breakdown

due to table indexing problem Solution: To provide acrylic guard around limit switch

Before: After:

Why - Why No of Down time Hrs reduced

1. Malfunctioning of indexing unit 2

Benefits
2. Limit switch not working 1.5

3. Plunger sticky 1

4. Honing sludge accumulation Productivity improvement

0.5

5. Honing oil falling directly on ~900pcs/month= Rs 25047

the limit switch 0
Oct Nov Dec Jan Feb Mar

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 Kaizen Cases emphasizing Lean perception

THEME: To decide the life of the LHD cage.

Solution: Groove on the cage settles on the
Problem: Form quality of the product life of it and hence the replacement
was not up to the mark after Benefits: 1) Quality is sustained
cage life is attained. 2) Non value added time got reduced
BEFORE: AFTER:
Manual record / Logbook entry Monitoring cage life through groove
for date of cage change provided on bottom face of cage

Measures are
customized
and updated
in instruction
charts.

(0.5 MM depth Groove) Use cage

Earlier cages without groove
till this groove worn
Difficult to decide the life
out=Rs900/cage changeover

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 Kaizen Cases emphasizing Lean perception

THEME: Systematic arrangement (2nd S)

Solution: Position provided for stacking and
to follow FIFO in shipping.
hence quick transportation

Problem: Parts Stacked on MTM Table

leading to ambiguity in dispatch
Benefits: FIFO, Smooth flow of production

BEFORE: AFTER:

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 Kaizen Cases emphasizing Lean perception

CONNVERSION OF CUTTING OIL FROM COOLANT SYSTEM IN FMG M/C

Conventional Coolant system Cutting oil system

BEFORE
1. Surface roughness( Rz) more.
2. Non Collection of muck.
3. Improper visibility of machining.
AFTER
1. Surface roughness within spec.
( less than 1.6 micron)
2. Ease of collecting muck as oil
completely dissolves.

4. Improper lubrication of spindle & 3. More clarity in visible inside the

slides. door.

5. Increased coolant changing 4 . Effective lubrication for mechanical

frequency units.
6. Rusty formation due to moist.
5. Reduced coolant changing
Measures are customized and frequency.
updated in instruction charts. 6. Non rusty products

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 THANK YOU

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