Focused Improvement

in Japanese

•KAI = CHANGE

•ZEN = GOOD (For the better)

•KAIZEN = IMPROVEMENT

1
 Focused Improvement
Objective

Journey towards World Class Manufacturing

>Objective
•To Maximize the Overall Effectiveness of Equipment,Process
Focused improvement

and Plants Through Uncompromising Elimination of Losses

and Improvement of Performance.
>Losses
•Breakdowns, Set up & Changeovers, Minor Stops, Low
speed, Start ups, Quality Defects, Rework.
•OR - “Any Human Activity Which Absorbs Resource But
Creates NO Value!”

Know Where your Losses are! - Data,Data,Data 2

 Focused improvement
Restoration & innovation

Which condition?

Future Condition
Focused Innovation: ex) speed up
Improvement
“Like new” Condition
Autonomous Restoration: ex) no break down
Maintenance
Current Condition

3
 Focused improvement
& Autonomous maintenance
PERFORMANCE
~ 3000 CC Fast Car
Focused
Improvement
1500 CC Capability
Normal Car Improvement

ORIGINAL “LIKE NEW” CONDITION

Autonomous
Maintenance
Restore to “like
new” condition and
CONDITION DETERIORATION Maintain at the
“like new” condition

YEAR
1 2 3 4 5

4
 Focused improvement
The house of TPM

e
n

intenanc
catio

Safety He
ce

Ea
& Enviro

TPM ly Chai
an

Sup

rly
ten

Edu

M
p
ain

in th n

an
Ma
M

&

ag
alth
nment
d

em
ning

Quality
ne

en
an

Trai

t
Pl

(Protecting / maintaining the improved building)

Focused Improvement
(Building to reach a higher level)

Autonomous Maintenance
(Laying the foundation)
5
 Focused improvement
Step by Step 1
Definition of Losses -Critical ?
-High effect ?
-Within three months ?
Identify Losses
-Horizontal deployment ?

Priority
-Manager
Filtration -Supervisor
Select Theme -Project Team
Involvement
Responsibility
How much improvement ?
Target When ? -> Action Plan

Submit
Registration TPM Promotion Office
Action Plan
6
 Focused improvement
Step by Step 2
- 5W1H
Plan: Analyze data - 7 QC tools (Pareto, Fishbone, etc)
-Why why analysis
-Industrial Engineering
Do: Improvement -PM analysis
-FMEA
Check: Result OK? No
Yes

Act: No reoccurrence!

Activity Board
“QC Story”

Presentation by Operators
Horizontal Deployment •Motivation improvement
•Kaizen promotion
7
 Define and measure losses
Show trends in “Loss Tree”
OEE %
85%

60%

Availability % Performance % Quality %

75% 90%
90%
85%
65% 70%

Set-up / Start-up Failure/ Minor Stop. Speed Loss Rework Scrap

Changeover Shut-down Breakdowns Loss rate rate

min min min % % prod prod

Adjustm time Warming up Machine A, B,C... Set speed Machine A Color not good
Machine A,B.
Type A,B, C.. vs Standard speed
Set-up time Cool down Type A, B,C.. Machine B Contaminated
MTBS MTBF Bottleneck analysis Machine C Out of spec
MTTR Slowest machine ?
MTTS Machine D Damaged
Set-up rate Failure rate Machine E

8
 Identify problems

Failure Set-up Start-up Minor Reduced Scrap Total

Stoppage Speed Rework OEE%
Line A
Line B
Line C
.
.

Total

9
 Prioritize: Pareto chart
80%of trouble caused by 20% of problems

Example Filling line, No. stops per day per machine on average
9 100

8 90

80
7

70
6 No. stops per day Cummulative %
No. stops per day

60

Cumulative %
5
50
4
40
3
30

2
20

1 10

0 0
Caser Weight Unscrambler Capper Inserter Others Filler Aligner Case sealer
checker 10
 Prioritize: Find bottleneck
150
140
Improve design of
bottleneck machine
130
120
Speed

110
100
90
80
Bottle infeed Filler Capper Packing
Actual Speed Assumed Max Speed Design Speed
• Many companies only try to improve the actual line speed up to the assumed maximum
speed, but often the real capability of the machine the “designed speed” is higher
• Line performance improvement requires improving the design of the bottleneck machine.
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 How to improve ?
Plan, Do, Check, Act

- 5W1H
- 7 QC tools
Prevent re-occurrence (Pareto, Fishbone, etc)
Standardize -Why why analysis
Horizontal replication Act Plan -Industrial Engineering
Further improvement -PM analysis
-FMEA

Check results Check Implement planned

Before<->After
Do Countermeasures
Situation improved ?

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 How to describe the problem ?
5W and 1H
5W and 1H is the simple technique of describing a problem to a person or group. If
you use the 5W's and 1H you will not miss out any important information.

• What does it do ? (Drawing)

• Why is it necessary ? Why done that way ? (Process)
• Where does the problem occur ? (Specific locations)
• When does the problem occur ? (Frequency, conditions)
• Who is involved and what do they do? (Skills, method)
• How big is the problem ? (Loss in products, time, money)
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 Fishbone Analysis
Fishbone analysis is used for Brain Storming a problem with a group looking at all
possible reasons for the problem. The information is gathered on a Fishbone chart.

Note: Also known as CEDAC

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 Why Why Analysis
Questioning every part of a problem in detail and looking for the route cause of the
problem. This process can be used in conjunction with the FISHBONE analysis to
question every point raised in much greater detail until root cause has been found.
Why 1 Why2 Why 3 Why4

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 Activity Board
Team Name & Member Availability Ratio Pareto OPL
KAIZEN Sheets
Line A
Graph
Team Logo

OEE Performance
Line B
Responsibility
Graph Graph Result
Area/Machine

Map/Drawing Quality ------- Graph

Section Policy Graph Horizontal Deployment

1. ----------------
2. ---------------- -------
3. ----------------
--------------------
List
Team Policy
Issues: Action Plan Improvement Next Step
------------------
-7 QC tools
Policy:
-Why why analysis
Target List
List -Industrial Engineering
-PM analysis
List -FMEA
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Example of Kaizen Sheets “QC Story”
template

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 Ex 1. Petone, New Zealand
Target of Bander Machine on No.
To Reduce Minor Breakdown (Minutes) 2 Soap Line
By Line Process 0% Reduction of Minutes Per 1000
Stoppages at Q1 1998 to Q1 1999 Cases by Jan 1999

Bander Machine
Minutes
5000
Minutes Per 1000
4000
Cases

on Line No. 2
25

• John Smith 3000 20

2000 15

10
1000

• Jason Young 0
5

Bander O/Wrap Stamper Plodder Wrapper Short of Short of 0

Prod Pack Mar- Apr- May- Jun-99 Jul-99 Aug- Sep-99 Oct-99 Nov- Dec-99 Jan-00
Location 99 99 99 99 99

Time

• Jane Ford

• Jody Singh Why - Why Analysis

Stamper
Mixer Mill Plodder Minutes
600 ITEM PHENOMENON Where? Why 1 Why 2 Why 3 Why 4 ACTION

• Judy Doe
500
400
300 WrapperO Soap Jumping In the middle Conveyor Operators There are Apply
utfeed of Outfeed belt too adjusting Belt no visual setting
200 Conveyor Conveyor tight to settings guidance for
approximate start up
100 settings
0 At the end of Slide has a Soap is No Install
Outfeed slight driven by support support
Conveyor & decline Outfeed guide rail guide rail to

Packing

e
the beginning Conveyor prevent soap

ll

or

el
or
Case

id

fa
a

he
ey
ey
of Slide onto slide jumping

Sl

er
Bander Wrapper

W
nv
nv
where soap is

at
Sealer Station

Co
W

er
Co
driven by

nd
Gravity

d
d

fee

Ba
fee
Difference

In
ut
in tablet

O
shapes
Actual accummulative

a
a
a
25
Action Plan
Minutes Per 1000 Cases

a
Wrapper Outfeed Conveyor 20
Action Improvement Who Completed by Result
Apply settings Adjust Handwheel & use Phil Aug 1999 Changeover times
correct ruler to measure reduced 15
different widths for each
Soap Tablet
Train Operators how Fitter training Operators Phil June 1999 Operators able to

a
to apply settings to & installed One Point adjust without the
Wrapper Outfeed Lessons assistant of Fitters 10
Conveyor & Support
Guide Rails

Prevent soap Jumping

at exit end of Outfeed
Erected Horizontal Guide
Rail
Jason June 1999 Soap jumping at this
area has been
5
Conveyor by iinstalling eliminated
a Support Guide Rail 1. A Horizontal

a
Adjusting Rail was
installed onto 0
Bracket to guide
tablet through to Mar-99 Q2-99 Q3-99 Q4-99 Jan-00
Bander & prevent

a
Tablet from jumping
at exit end of Time
Reduce Minor Stoppages
Conveyor

2. A Height Adjustor Actual Target

was installed to
Horizontal Rail for

of Wrapper Machine
difference in Tablet

18
height
 Focused Improvement Audit
Theme does not contain direction, Theme contains direction, measure
Select your theme No theme written ( 0 ) measure and reference to process and reference to process or
or product ( 0 ) product ( 2 )
Measure in place to ensure you
Understanding the Theme selected but does not use a Understand the situation using
know your goal is achieved and is
situation data capture system ( 1 ) historical data, i.e. top 12 ( 3 )
challenging (5)
Settings and frequency of
Expose & Eliminate No study to establish basic Pictures of before and restore cleaning, lubricating and inspection
abnormalities conditions (0) displayed on the board ( 2 ) are captured to maintain basic
conditions ( 3 )

No analysis of the causes done Analysis done but with no proposed Analysis complete with proposed
Analyse the causes
(0) solutions ( 1 ) solutions (4)

Activities done but not on planner Some information on the planner Planner complete with costs,
Activity planner
(1) (2) savings ( 3 ) activities ( 4 )

Improvements carried out, but Multiple P.D.C.As have been

Improvements planned but not
P.D.C.As results have not been checked implemented ( 4 ) and the results
carried out (1)
(2) are shown ( 5 )
Improvements are beneficial but
Improvements show no benefit Improvements have achieved the
Check the results have not achieved the goal set in
(0) goal set in step 1 ( 5 )
step 1 ( 2 )

Consolidate your Q.C story does not contain all Q.C story is complete and shows
No Q.C story ( 0 )
gains steps ( 3 ) all the benefits ( 5 )

Activities on the board are

Activities are on the board but are Activities are clear and
Activity board difficult to understand and do not
difficult to understand ( 1 ) informative ( 2 )
use the standard sheets ( 0 )
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