Kobetsu Kaizen (Individual Improvement)

1.1 Vision, Mission

• Vision

Engage all employees to make permanent & significant reduction of Losses

impending Total Product Cost.

• Mission

- Continuously improve OEE

- Reduce total Product Cost
- Develop New Production System
- Save Earth’s Resources
2.0 Situation Before TPM

Machine Lack of :
 Effective Equipment Performance
OEE %

Lack of :
 Reliable records

Method  Understanding of Losses

 Problem Solving Tools
Recurring Machine Problem
 Analysis of basis causes
 Sustainability

Lack of :
High Conversion Cost
Material  Proper Yield
 Control of Rework

Lack of :
 Engagement

Man  Improvement Culture Lack of Employee Engagement

 Teamwork
 Problem solving skills
3.0 Basic Concept
4.0 10 Steps of Implementation
 Overall Equipment Efficiency and Effective Process Duration
Step : 01 Select Model Equipment, Line and Process Calculations Sheet
 Man-Machine Chart

Step : 02 Organize Project Teams  Example of Organizing a Project Team

 Definition of 16 losses
Step : 03 Understand Present Losses  Loss analysis check list
 Example of loss analysis of ____process

 Example of Setting Targets (List of Themes for Individual

Step : 04 Set Improvement Themes and Targets Improvement)
 Example of Setting Level of Evaluation.

 Creating a Master plan ( For Focus Improvement )

Step : 05 Draft Improvement Plan  Example of KK planning Chart

 Example form of “ WHY – WHY” Analysis

 Step-by-Step Implementation of PM Analysis .
 Steps for Reducing Setup and Adjustment Losses
Perform Analysis and Draft and Evaluate  Steps for Reducing Cutting Blade Replacement Losses
Step : 06 
Countermeasures 
Steps for Reducing Startup Losses
Steps for Reducing speed Losses
 Steps for Reducing Minor Stoppage Losses
 Steps for Reducing Defect Losses
4.0 10 Steps of Implementation
 Improvement Sheets (TPM Improvement Sheet, MP
Step : 07 Implement Improvement Information Sheet)

Step : 08 Confirm Results  Result Graph Example

 QC Process Chart
 Standard Documents
Step : 09 Take Measures to Prevent Recurrence  Theme resolution summary format
 Highly Successful Improvement

 Horizontal replication map

Step : 10 Horizontal Replication
  Overall Equipment Efficiency and Effective Process Duration
Calculations Sheet
Step : 01 Select Model Equipment, Line and Process  Man-Machine Chart
4.0 Overall Equipment Effectiveness(OEE) Calculations

Overall Plant Effectiveness = Availability X Performance X Quality Rate = 45.9

Availability Rate = 62.1% Performance Rate = 73.9% Quality Rate = 100%

Calendar Time – 7440 Hrs Minor Stop – 102.2 Hrs Roll Turned – 296 No
Down Time – 2819.2 Hrs Speed Loss – 1106.1 Hrs Deviation - 0 No
Good Roll - 296 No

Loss Hrs
Holiday+ Tiffin
1369.7
No man + No Plan 545.2
Absenteeism 152.3 To improve performance 1 machine (less utilized for less load and man power)shall be kept
No Load standby from Nov’13.
23.7
Equipment failure
Mitigation plan for other losses in slide 19 & 20.
124.0
Set up time
408.1
Tool not available
6.8
Quality Check
144.3
Crane not available 45.8
MAY JUNE JULY AUG SEP OCT

OPE gone down due to 6 holidays OPE 42.2 49.9 49.5 47.2 44.9 45.9
8
4.1 Overall Equipment Effectiveness(OEE) Calculations
4.2 Man Machine Chart
5.0 Example of Organizing a Project Team

Step : 02 Organize Project Teams  Example of Organizing a Project Team

5.0 Example of Organizing a Project Team
 A project team is led by a manager of the area under his jurisdiction (Department Manager for a department model,
and Section Manager for a section model). Staff from Engineering, Production Engineering, Design and Production
are added to the team and responsibility for work is allocated by loss. Further, a project team should register with
the TPM Promotion Office and announce itself officially. The following shows an example of organizing a project
team.
  Definition of 16 losses
Step : 03 Understand Present Losses  Loss analysis check list
 Example of loss analysis of ____process
5.0 Step : 03 Understand Present Losses

Total Loss (Rupees in Lacs)

Machine Related Man Related Material & Energy Related

Equipment Failure Management

Energy
Set-up &
Adjustment Motion
Cutting Blade and
Jig change
Minor Line Yield
Stoppage Organization

Start-up Measurement &

Adjustment
Speed
Consumable
Shut Down
Internal Logistic
Defect &
Rework

Rs. (In Lacs) Rs. (In Lacs) Rs. (In Lacs)

5.0 Machine Related Losses
A. Seven major losses that impede overall equipment efficiency.

1. Breakdown Losses Losses due to failures. Types of failures include sporadic function-stopping failures, and function-reduction failures in which the
function of the equipment drops below normal levels

2. Setup and adjustment losses Stoppage losses that accompany setup changeovers.

3. Cutting blade change losses Stoppage losses caused by changing the cutting blade due to breakage, or caused by changing the cutting blade when the service life of the
grinding stone, cutter or bite has been r eached.

Stoppage losses caused by changing the cutting blade due to breakage, or caused by changing the cutting blade when the service life of the
4. Start-up losses
grinding stone, cutter or bite has been r eached.

Losses that occur when the equipment temporarily stops or idles due to sensor actuation or jamming of the work. The equipment will
5. Minor stoppage and idling losses
operate normally through simple measures (removal of the work and resetting)

6. Speed Losses Losses due to actual operating speed falling below the designed speed of the equipment.

7. Defect and Rework Losses Losses due to defects and reworking.

B. Losses that impede equipment loading time.

Losses that arise from planned equipment stoppages at the production planning level in order to perform periodic inspection
8 . Shutdown (SD) losses and statutory inspection.
5.0 Man and Material Related Losses
C. Five major losses that impede worker efficiency

Waiting losses that are caused by management, such as waiting for materials, waiting for a trolley, waiting for tools, waiting for
1. Management losses
instructions, waiting for repair of breakdowns, etc.

2. Motion losses Man-hour losses arising from differences in skills involved in setup and adjustment work, cutting blade change work, etc .

3. Line organization losses Idle time losses when waiting for multiple processes or multiple platforms.

4. Distribution losses Distribution man-hour losses due to transport of materials, products (processed products) and dollies.

5. Measurement and adjustment losses Work losses from frequent measurement and adjustment in order to prevent the occurrence and outflow of
quality defects.

D. Three major losses that impede efficient use of production subsidiary resources

1 . Energy losses Losses due to ineffective utilization of input energy (electric, gas, fuel oil, etc.) in processing.

Financial losses (expenses incurred in production, regrinding, re-nitriding, etc.) which occur with production or repairs of dies,
2 . Die, jig and tool losses jigs and tools due to aging beyond service life or breakage )

3 . Yield losses Material losses due to differences in the weight of the input materials and the weight of the quality products