Mohd Anees Siddiqui. Kaizen Event in Shop-floor of an Auto-ancillaries Manufacturing Industry. Operation. Problem. Counter Measure. Result. Welding process.
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Mohd Anees Siddiqui
Kaizen Event in Shop-floor of an Auto-ancillaries Manufacturing Industry The Kaizen Technique
Kaizen Implementation
Kaizen Strategies/Goals
Masaaki Imai (lean’s founding father): Kaizen - “a means of continuing improvements in personal life, home life, social life, and working life” Workplace - managers and workers working together to make improvements with low capital investments Kai - to modify or change Zen - to think about making good or better
Practices exist for the successful implementation of Kaizen, which include:
Elimination of the wastes Teamwork based: Train all employees (kaizen & problem solving) Communicate ideas up and down company hierarchy; every one is encouraged to seek out and exploit new opportunities Define clear leadership initiatives Prioritizing problems Create a culture where Perfection is perpetually chased
Promotes visual management and a clean and safe workplace that results in a high level of organization and efficiency
Makes the job: Easier Safer Less unpleasant More efficient
Saves money and time Stimulates workers Creates an atmosphere of harmony and a strong sense of community, family, and belonging
Quality Improvement Steps Operation Welding process of intercooler bracket
Problem Bracket welding done by reversing the radiator frame.
Before KAIZEN
Counter Measure
Operation
Problem
Counter Measure
Operation
Result
Result
Block with pin welded Welding process both sides in fixture improvement. Bracket welding in one setting. After KAIZEN
RUPD side support bkt welding
Not proper seating & alignment during welding
Slot made & strip welded To maintain 40 mm height in fixture
Before KAIZEN
RUPD mtg. dim
Dimension Control
Problem
Counter Measure
No gauge was available
Gauge made for checking dim 907
Before KAIZEN
Result Ease of inspection
After KAIZEN
After KAIZEN
Situation Before & After BEFORE KAIZEN
Tool Change Over Time Reduction
1. Maximum work on floor. 2. No 5 ‘S’ and No housekeeping. 3. No identification mark and No traceability system of Dies 4. No layout on shop floor. 5. No KAN-BAN system exist. 6. No standard worksheet & No SWS available on shop floor. 7. No Poka Yoke for critical dimension for critical
SMED
part.
AFTER KAIZEN 1. Work bench made 2. 5 ‘S’ & housekeeping concept introduced. 3. Identification & traceability system of Dies implemented. 4. Layout for shop floor made. 5. KAN-BAN system implemented. 6. Standard worksheet & SWS made available on shop floor. 7. Poka Yoke for critical dimension for critical parts made. 8. Proper lay-outing of Quality Room made. 9. Identification & maintenance due dated template made.
8. No proper layout of Quality Room. 9. No identification and No maintenance on machine.
Target / Progress Sheet
Kaizen Results Kaizen Event : K-188
Line Name : XYZ Before
Target
Improvement Situation Improvement in 5 'S' level Inventory Control
Zero No storage process
Material Handling Improvement Customer complaint reduction Space Reduced (Sq. m.) Space reduction Space Congestion reduction (%) PPM Reduction C of C of Quality critical parts Poka Yoke / Improvement Supplier System Improvement
“Innovation & Technology Transfer to Industries: Role of Universities”
1 'S' Kanban store to be done Packing Imp. & Racks to be made 50% reduction 30%
After Kaizen November 26 27 28 29 10
20
20
10
40
50
0
0
10
10
40
30
20
3143 Nil
To be moniterd in Dec. 100%
0
10 Inventory control Quality Improvement
10
20
70% 100%
Bins to be made
70%
Plastic bin & Racks to be made
60%
Will be monitored in Dec. 07 2 machines to be shifted in 1st week of Dec. 07
80%
More work bench to be made
20
20
30% 0
% Improvement Remarks
50 To be monitored in Dec. 07 80%
1
4
2
1
Balance C of C will be by 05-Dec-07
80% Parts to added in Kanban as identified by the team Material handling equipment provided to avoid paint related problem
