kobetsu kaizen
DESCRIPTION
Kobetsu KaizenTRANSCRIPT
Kobetsu Kaizen – its value and application
Andrea Sütőová
Department of Integrated Management
Faculty of Metallurgy, TUKE
Košice, Slovak Republic
Štefan Markulik
Department of Safety and Quality
Faculty of Mechanical Engineering, TUKE
Košice, Slovak Republic
Marek Šolc
Department of Integrated Management
Faculty of Metallurgy, TUKE
Košice, Slovak Republic
Abstract—Paper 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
I. INTRODUCTION
In today’s 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 company’s 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
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
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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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).
Figure 1. Calculation of OEE [2].
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]
Loss Category
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
Losses that impede
equipment efficiency
9. Management loss 10. Operating motion loss
11. Line organization loss
12. Logistic loss 13. Measurement and adjustment loss
Loses that impede human work efficiency
14. Energy loss
15. Consumables (jig, tool, die) loss
16. Yield loss.
Loses that impede effective use of production resources
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,
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 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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Figure 3. Ishikawa diagram for pressure roller
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.
Figure 4. Ishikawa diagram for Colling drum
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
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.
[2] 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.
[3] K. Teplická, K. Čulková, (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.
[4] 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.
[5] P. M. Charantimath , Total Quality Management, 2nd ed., Singapore: Pearson Education, 2011.
[6] 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.
[7] T. Suzuki, TPM in process industry, 1st ed., New York: Productivity Press,1994.
Cooling
drum
Unsuitable
temperature
Man Environment
Material Measurement
Lack of cooperation between operators
and maintenance
Inattention
of operators
Poor quality
bearings
Inappropriate
material of pin
Incorrect
diagnostic
High
humidity
Pressure
roller
Lack of cooperation
between operators
and maintenance
Inattention
of operators
Man
Material
Missing cuff
Machine
Equipment
wear
Operators
aren`t trained
Dirty guiding bars
Method
Incorrect
adjustment
Incorrect exchange
method of slew
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