Kaizen Kobet
Kaizen Kobet
Kaizen Kobet
Implementation
Presentation by Mr. Narendra Dagar
Document No.-1/TM/HR/11,
Rev No .01
KOBETZU KAIZEN ( Individual Development)
KK sub-committee has a team of upto 7 – 8 members in a large company representing the heads of
different departments and the chairman is usually the Plant Head. The committee has following roles:
Recording, categorizing and analysing 16 losses (except break down and defect loss) machine-wise,
department-wise, unit-wise and company-wise
: Calculation/Analysis of OEE and set targets for minimizing/eliminating each loss. In some cases,
companies are also including specific losses that affect their business. In other words the formula for OEE
may be different at different stages of TPM in a company and specific to the constraints a company may
have.
Based on business need, set priorities on losses and projects looking at resource constraints.
KOBETSU KAIZEN
Implementation
Selecting Kaizen themes based on losses,. Setting targets and assigning teams to take responsibility for each identified
project.
: Identify bottleneck areas, fix targets and set priorities
: Launching of project teams with pilot projects.
Helping all support functions to arrive at the loss vs. cost matrix and the P, Q, C, D, S, M measures.
Identifying aim and scope of KK, training requirement and guiding the facilitators to focus losses on
company performance.
Develop the Master plan for KK and track progress of Kaizens and OEE.
Giving inputs to the education and training pillar for training matrix development.
Working in close co-ordination with other sub-committees for achieving the PQCDSM targets. This committee will meet at least
once a week or month for the above mentioned points.
KOBETSU KAIZEN
Implementation
• Qs.2 : Which losses to be addressed by KK ?
• KK pillar deals only with those losses that cannot be handled by any other pillar. All 16 losses have to be considered by the
KK committee and make UPG the loss structure for the company. (Losses due to defect/rework losses through Quality
Maintenance, failure losses through Planned Maintenance).
• Next, the KK sub-committee will identify the priorities and assign project teams to work on specific losses on different
machines and areas.
• Remaining losses will have to be addressed by KK sub-committee. Usually, they address the following losses:
Each company has to make UPG their list and collect data. The highest losses will be the priority for the KK pillar. In some
companies this list may be different. This is only an example
- Loss no.2 : set UPG
- Loss no. 3 : tool change
- Loss no. 4 : start UPG lose
- Loss no.5 : minor stoppages
- Loss no. 6 : reduced speed
- Loss no. 9 : management loss
- Loss no. 10 : operating motion loss
- Loss no. 11 : line organization loss
- Loss no. 13: measurement and adjustment loss
- Loss no. 15: tools, jigs and consumables loss
- Loss no. 16: Yield loss
Major three losses can be prioritized in each area to start the work.:
KOBETSU KAIZEN
Implementation
Qs. 3 : What is the role of operators in Kobetsu Kizen ?
• Be a member in sall groups/circles and participate in circle meetings.
• Improve and sustain ‘1S’ and ‘2S’ to eliminate search time losses.
• Identify losses by identifying abnormalities.
• Eg. SET--UP time reduction : Operators take part in the study of videos taken during set—up
activity. They discuss, give ideas and contribute for Kaizen developments in fixing,
eliminating and reducing elements in setting.
• Eg. Reduction of tool change time: Operators detect and inform the early wearing out of
tools, and contribute to extending their tool life.
• Provide inputs for quantifying management losses.
• Operators to maintain results by following standards built UPG by PM and JH pillars which
includes generating OPL’s.
• They must assist the KK team to make trials and implement Kaizens when proposed by all
pillars.
KOBETSU KAIZEN
Implementation
Qs.4 : What training is required for doing KK ?
Training to cover :
- Training on 16 losses.
- Calculating costs
- Why-why analysis
- PM analysis
- Machine structure / principle of working
- SMED and setup reduction training
- Tool technology
- 3Ms (Muri, Muda, Mura)
- FMEA, FTA, and other analytical techniques
- OJT, OPL
- Industrial engineering and JIT concept
- Poka Yoke / fail – safing.
- QC tools and story board
- Training operators to collect data.
KOBETSU KAIZEN
Implementation
Qs. 5 : How to set P, Q, C, D, S, M targets for KK ?
Collect data for previous one year before kick-off. KK committee looks at P, Q, C, D, S & M at the company
level and selects areas under each category.
(E.g)
P : Productivity / Production increase by:
- improvement in OEE of machines.
- Improvement in attaining effective man hours.
- Improvement in labor productivity.
Q : To bring defects to Zero, by analyzing :
- Customer complaints and warranty returns
- In-house rejections
- In-house rework
- Incoming material rejections.
C: Cost reduction through :
- OEE increase
- Cycle tim reduction in bottleneck machines
- Reduction of inventory on cutting tools
- Reduction in consumption of cutting oils
- Enhance tool life.
KOBETSU KAIZEN
Implementation
Qs.5 – contd.
D: To maintain delivery performance through :
- OEE increase
- Improve bottleneck machine / process
S: To achieve zero accident level :
- by providing training on machine operations.
- Identifying unsafe actions and locations and taking corrective actions to avoid accidents.
- Motivation of operating personnel through involvement and participation.
- Analysis of accidents happened in the past and near miss accidents through why-why analysis and
improves working conditions.
M : To improve morale of operators through :
- Involvement and participation in circle activities
- By encouraging to generate Kaizens and rewarding for suggestions/improvements carried out.
- Usually at least a 5% cost (variable) reduction target should be set as a company objective.
- Set target for OEE and then set target for P, Q, C, and D.
- In some case P targets are set using Takt time calculation or 1.5 times current production to achieve in 3
years time.
KOBETSU KAIZEN
Implementation
Qs. 5 : contd.
- Q targets are set in PPM range and warranty, based on last three year trend (Q).
- D target is set for own delivery to customers and also for supplier’s performance.
- Target for safety is zero accidents. Eliminate unsafe actions and locations, and make hand
injury zero in the first year.
- Target for M is in line with suggestion scheme and any other schemes the organization has
like QCC etc.
- The company level targets are deployed down to product-wise and from there on to specific
lines and machines.
KOBETSU KAIZEN
Implementation
Qs. 6 : How to prioritise losses for KK ?
Prioritising losses to be based on :
1. Analyse the losses that affect OEE.
2. No. of occurrence and time losses
3. Type of losses (sporadic or chronic)