Kaizen

Kobetsu-Kaizen
Focused Improvement
1
What is Focused Improvement?
The systematic approach by a cross
functionally constituted team to improve
the specific identified conditions pertaining
to an area which requires improvement
2
What is Systematic Approach?
An approach, which involves rational,
scientifically developed methodology to
identify the root cause associated with
the problem and it’s total elimination.
3
Why Improvement?
Improvement so as to reduce the losses,
which includes Losses related to
1. Machinery/Equipment
2. Manpower
3. Material & Energy

Alternatively enhancing the reliability of equipment or ultimately enhancing the
life cycle of equipment or related parts.
4
‘Normal Improvement’
V/S
‘Focused Improvement’
Normal Improvement Focused Improvement
Target Targeted against Targeted against the

specific and incidental systematically
loss which may come developed
into the knowledge of methodology which
management involves identification
of losses and efforts
are made to eliminate
losses to achieve zero
loss.
5
V/S
Normal Focused Improvement
Improvement
Generally steered It is steered through

through teamwork involving
Steering individualized cross functional team
approach. of different functions.
Drive

Top Driven Self Driven Approach
Approach
6
V/S
Improvement
Methodology The methodology The methodology is

is general & well identified,
randomly selected systematically
in nature and developed and losses
losses are not are critically viewed
viewed critically. laterally, vertically and
horizontally so as
probability of deviation
are rare.
7
V/S
Improvement
Approach Approach is quite Approach is totally

broad and focused; terms and
responsibility is not responsibilities are well
well defined. The defined.
person taken up the
job may find other
area for his
concentration and his
attention is drawn to
that area.
8
1.1: Introduction
As one of the eight pillars of TPM Focused
improvement adds to the efficiency of plant
& machines, material, energy and of course
workmen.
9
1.1: Introduction
The ultimate of efficiency is achieved by
developing analytical approach and rational
habits of personnel at all level.
Further important is this pillar creates
focused shared approach by every body in
the organization.
10
1.1: Introduction
Through Focused improvement pillar, the
performers challenge many of the losses
which we have accepted as
a part of process
11
1.2: Identify the losses
1.2.1:Basic points to remember for
loss identification
Machine should work 24 hours
Any stoppage in machine is loss and
We should find out possible stoppages, let it be

what so ever the reason for stoppages. Ground
rule is we should not think at identification of
losses stage
how the losses can be eliminated
The loss or stoppage is the part of process
12
1.2.1: Basic points to remember for
loss identification
It is possible to eliminate the losses completely and

for achieving same, some innovative approaches
have to be utilized as input
Absolute elimination of the losses=

Understanding the loss
+
Determination to challenge the loss
13
1.2.2: Classification of the losses
applicable to any industry
The overall losses can be classified as under
A: Plant Machine or Equipment Related
B: Man Related
C: Material & Energy Related
14
1.2.2(A)
Plant, Machine or Equipment Related
Breakdown of Function
I) When equipment stops delivering the total
output. Equipment due to mechanical or
electrical trouble in any part of the machine is
not able to convert input into output.
15
1.2.2(A)
II) Ageing of equipment function: Over a period of

time, performance & the efficient functioning of
any of the component responsible for designed
and specified delivery has ceased to be same as
it should have been. The reason can be any of
the components but the result is forced reduction
of the speed determining the output rate
16
1.2.2(A)
The components can be for example spare, rolls etc.
(i) Inbuilt in the machine and for
(ii) The attachment/ accessories responsible for

providing conditions to maintain the output rate
example:Pressure, Temperature
17
1.2.2(A)
III) Change: This loss is attributed to changes

required for particular quality , lot, batch. On
the whole, this loss has been accepted as part of
the process and certain margins in terms of
frequency of changes as well as time taken to
change are provided formally.
18
1.2.2(A)
While commercial efficiency is calculated formally or

informally the change factor is not incorporated as
margins.
We have to identify this as a loss and challenge the

same.
A general study for change suggests following

contributions in change loss.
19
1.2.2(A)
1)Cleaning & Washing : 15 % of total change time which

include 60 % for places where cleaning & washing is not
required and after certain modifications same can be
avoided.
2)Interference/ waiting : 15 %
3)Removing the old lots batch and or changing new material

for new quality: 5 %
20
1.2.2(A)
4)Waiting for new material to arrive: 25%
5)Loading of new material and adjustment required

which are dependent on human or operator
judgment: 25%
6)Before or after starting the machine. Fault

identification and rectification:15 %
21
1.2.2(A)
Accessories Replacement:
The accessories have to be changed and for that

machine or line has to be stopped. Change of
accessories is necessary when they have completed
the life
This change again has been accepted as part of

process. In focused improvement after identifying the
loss we have to challenge the same.
22
1.2.2(A)
Start Up Loss :
This loss is again an accepted loss as part of the

process. This loss is attributed to attain the
conditions like temperature, pressure,
homogeneity of the solutions and in few cases
immeasurable the path inflow – necessary to
stabilize the process.
23
1.2.2(A)
Minor but frequent losses:
Frequency of these losses are high but attending

time is generally small but cumulative contribution
of such losses is quite considerable in total loss
structure.
Examples are line has idled because of

interruption in supply, due to clogging in pipe or
chute or deviation in the job on roll etc.
24
1.2.2(A)
Speed Loss:
This loss is due to machine has to work lower

than desired speed
25
1.2.2(A)
Defect & Rework Loss:
This loss is indirect loss to machine production

because defective material has to be reworked.
In many industries like engineering, textiles etc.

it is very important loss while in many process
industries like Cement and Paper and up to
certain extent in steel It is not practically or in all
seriousness taken as loss. But analysis reveals it
is contributed in total loss structure & quite
tangible.
26
1.2.2(A)
Shut down :
Plant has to be taken for longer shutdown due to
design requirement or legal requirement
27
16 MAJOR LOSSES APPLICABLE TO ANY CORPORATE
EIGHT LOSSES : PLANT & MACHINERY
S- Setup & & Adjustment Loss

C – Cutting Blade Change
M-Minor Stoppage
E- Equipment
Failure
S – Startup Loss
D- Defect & Re-work Loss
S- Speed Loss S- Shut Down Loss
C -M E S …D
28
FIVE LOSSES : MAN RELATED
oss O
t L pe
en ra
tin
gem g
a Lo
an ss
M
asur Me
s Los
em
n
ent &
t i o
niza
A d
Orga
j ustme
Line
nt Loss
Logistics Loss
29
THREE LOSSES- MATERIAL & ENERGY RELATED
Y–
SS
LO
YI
JIG
EL
DL
L&
OS
O
TO
S
E,
DI
D-
E- ENERGY LOSS
30
Kobetsu Kaizen- 10 Step Development
No. Step Activity
1 Select Model Lines, processes and equipment in Kobetsu-Kaizen plans that produce
Equipment/ line many losses
/process Possibility of horizontal replication is large.
Synchronize with lines, processes and equipment in Jishu-Hozen activities
and advance step 1 to 3.
2. Organize project Manager of Department is the leader ( e.g. department manager for
teams department model and section manager for section model)
Staff from engineering , production engineering, design and production join
and is given responsibility for each loss.
Project team are registered with the promotion office and official
assignment are issued.
3 Grasp present Grasp and confirm losses

losses Is sufficient loss data available? If not gather data.
4 Kaizen Theme & Set up KAIZEN theme based on results of present status survey.
Goal Setting Set challenging goals and period by zero loss concept.
Assign staff for each loss type.
5 Mapping out Plan analysis and counter measures and prepare procedures for implementing
KAIZEN plan KAIZEN and schedule completion plan.
Make Diagnosis top executives.
31
Kobetsu Kaizen- 10 Step Development
No Step Activity
6 Mapping out and Map out KSIZEN Plan by fully utilizing techniques and inherent
evaluation of technologies such as analysis, investigation and experiments for kaizen and
analysis and evaluate plan.
countermeasures Pursue till goal are accomplished.
Enhance KAIZEN by top executive diagnose at a presentation meeting)
7 Implementation of Earmark necessary budget and implement KAIZEN
KAIZEN
8 Confirm effects Confirm effects for each loss type after implementing KAIZEN
9 Taking measures to Implement standardization and measure needed for preventing recurrence,
prevent recurrence. such as production, work, purchasing and maintenance standards.
Prepare manual for horizontal replication
Make diagnosis by top executive.
10 Horizontal Horizontally replicate in other lines, processes and equipments of same

Replication type.
Kick off next model activity.
•Note: Project team members demonstrate leadership with other loss items for which they are not directly
responsible, such technical analysis as well as support study and enhancement of KAIZEN as a team member.
32

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What is focused improvement?

What is focused improvement?

What are the major differences between normal improvement and focused improvement?

What are the major differences between normal improvement and focused improvement?

Kobetsu-Kaizen

The systematic approach by a cross

functionally constituted team to improve

the specific identified conditions pertaining

to an area which requires improvement

An approach, which involves rational,

scientifically developed methodology to

identify the root cause associated with

the problem and it’s total elimination.

which includes Losses related to

3. Material & Energy

life cycle of equipment or related parts.

Target Targeted against Targeted against the

Generally steered It is steered through

Methodology The methodology The methodology is

Approach Approach is quite Approach is totally

As one of the eight pillars of TPM Focused

improvement adds to the efficiency of plant

& machines, material, energy and of course

The ultimate of efficiency is achieved by

developing analytical approach and rational

habits of personnel at all level.

Further important is this pillar creates

focused shared approach by every body in

Through Focused improvement pillar, the

performers challenge many of the losses

which we have accepted as

Any stoppage in machine is loss and

We should find out possible stoppages, let it be

how the losses can be eliminated

The loss or stoppage is the part of process

It is possible to eliminate the losses completely and

Absolute elimination of the losses=

The overall losses can be classified as under

A: Plant Machine or Equipment Related

C: Material & Energy Related

I) When equipment stops delivering the total

output. Equipment due to mechanical or

electrical trouble in any part of the machine is

not able to convert input into output.

II) Ageing of equipment function: Over a period of

The components can be for example spare, rolls etc.

(i) Inbuilt in the machine and for

(ii) The attachment/ accessories responsible for

III) Change: This loss is attributed to changes

While commercial efficiency is calculated formally or

We have to identify this as a loss and challenge the

A general study for change suggests following

1)Cleaning & Washing : 15 % of total change time which

3)Removing the old lots batch and or changing new material

4)Waiting for new material to arrive: 25%

5)Loading of new material and adjustment required

6)Before or after starting the machine. Fault

The accessories have to be changed and for that