PARIVARTAN CHAMATKAR (KAIZEN) MANUAL

HINDUSTAN AERONAUTICS LIMITED

CONTENTS Subject ! De"#n#t#on o" Lean Manage$ent % Ka#&en ! ! '(at $a)e* a $anu"actu+#ng *,*te$ Lean!. MUDA an/ #t0* t,1e*2 MURA an/ MURI ! 3 Ka#&en (Pa+#4a+tan C(a$at)a+) ! 5 T,1e* o" Pa+#4a+tan C(a$at)a+ (Ka#&en) ! 6 Pa+#4a+tan C(a$at)a+ $et(o/o7og, ! 6 ! Sco1e S(eet ! 6 . K#c)8O"" % Re"+e*(e+ T+a#n#ng ! 6 3 E4ent % C(ange To8Do L#*t* ! 6 5 Docu$ent#ng Rea7#t, ! 6 5 ! P+oce** Ma11#ng ! 6 5 . T#$e Ob*e+4at#on ! 6 5 3 Stan/a+/ 'o+) S(eet ! 6 5 5 Vo#ce O" Cu*to$e+ ! 6 5 6 6S Au/#t ! 6 6 Ta+get Ac(#e4e$ent 'o+)*(eet ! 6 9 I$1act Mea*u+e* 4* TPS Too7* Mat+#: . TPM Ka#&en e4ent . ! Met(o/o7og, o" con/uct#ng TPM Ka#&en e4ent 3 Act#4#t#e* be"o+e )a#&en 5 Act#4#t#e* a"te+ )a#&en 6 Ro7e o" LRT an/ tea$ Lea/e+ #n a Ka#&en 9 Rea*on "o+ "a#7u+e o" )a#&en e4ent ; Ho> /o >e e4a7uate a Pa+#4a+tan C(a$at)a+ e4ent< Do0* an/ Don0t* ? @e*t 1+act#ce* o" a Lean Ente+1+#*e !! !. . . . 3 3 5 5 6 6 9 9 9 ; < < != != != !! !! ! . Page no ! !

Anne:u+e* S7 No Subject =! =. =3 =5 =6 =9 =; =< =? != !! !. !3 !5 !6 !9 !; !< Ka#&en E4ent Sco1e S(eet To8Do L#*t (E4entAC(ange) T#$e Ob*e+4at#on S(eet Stan/a+/ 'o+) S(eet 6S A**e**$ent S(eet "o+ S(o1 6S A**e**$ent S(eet "o+ Sto+e* % 'a+e(ou*e* 6S A**e**$ent S(eet "o+ O""#ce Ta+get Ac(#e4e$ent 'o+)*(eet L#*t o" "+eBuent7, u*e/ I$1act Mea*u+e* 'a, o" 'o+)#ngATPS Too7* I$1act Mea*u+e* 4* TPS Too7 Mat+#: Ste1* "o+ Re1o+t Out Stan/a+/ 'o+) Co$b#nat#on S(eet "o+ Ka#&en E4ent C#: To8Do L#*t '(,8'(, Ana7,*#* Co+$at P+e4ent#4e To8Do L#*t TPM Act#4#t#e* % C+eBuenc, Mat+#: E4en#ng Re4#e> Co+$at Anne:u+e no ! . 3 5 6a 6b 6c 9 ; < ? != !! !. !3 !5 !6 !9

! 'HAT IS LEAN AND 'HAT IS KAIZEN-

Inconsistent Results

Lean Manage$ent is a systematic approach of identifying and eliminating >a*te, linking every step into a continuous flow sequence, precisely synchronised with the demand of the end customer, through continuous improvement, in pursuit of perfection. ! ! '(at $a)e* a $anu"actu+#ng *,*te$ LeanElimination of 3Ms Muda ( aste!, Mura ("nconsistency! # Muri ($nreasona%leness!. ! . ! '(at #* MUDA (>a*te)&nything that consumes resources %ut does not create any value to the customer. ! . ! ! '(at a+e t(e 4a+#ou* t,1e* o" 'a*te* OVERPRODUCTION' Manufacture, assem%le or %uild more than what is needed, earlier than when it is required and faster than the rate at which it is required %y customer. 'AITINDE (eople, parts waiting for instruction, raw material, spares, etc. TRANSPORTATION ' E)cess movement of part or document in a multi*step process. OVER PROCESSIND' &dding features that are not value adding from perspective of customer. INVENTORF' E)cessive storage of materials to cover up quality related pro%lems, to make up unplanned demands, unplanned hold*ups etc. MOTIONS' $nnecessary movement of people while performing his operations. DECECTS A RE'ORK' &ny defect will lead to either rework or re+ection. MISUSED RESOURCES' $se of the resources for the purposes not meant for. UNTAPPED RESOURCES' $nder or non*utili,ation of availa%le resources.
Inconsistent Inconsistent

! . . '(at #* Mu+a (Incon*#*tenc,)$nevenness in an operation, for e)ample, Result Process a gyrating schedule not caused %y end* consumer demand %ut rather %y the Traditional = People doing whatever they can to get results production system, or an uneven work pace in an operation causing operators to hurry and then wait.

$nevenness can often %e eliminated %y mangers through level scheduling and careful attention to the pace of work. *-* ! . 3 '(at #* Mu+# (Un+ea*onab7ene**).ver%urdening equipment or operators %y requiring them to run at a higher or harder pace with more force and effort for a longer period of time than the designed capacity of the equipment. ! 3 '(at #* KAIZEN t(en& /ai,en Event is a focussed improvement initiative, one of the most important 0(1 (0oyota (roduction 1ystem! tools, where a team works on a specific pro+ect for a ZEN week, full*time. & structured methodology KAI + is %eing followed to carry out the event To make To Change where the team uses known tools to solve better known pro%lems. KAIZEN "t is a ma+or tool to make an enterprise Continuous = improvement 2ean %y %ringing a%out change quickly # permanently. 0he 3 days event is of intensive team involvement, focused attention, alignment and engagement of the group on the carefully chosen scope of continuous improvement. 4uring the week the current process is analysed and %y focusing attention on the pro%lem with the use of 0(1 tools, without pointing fingers and apportioning %lame, a lean vision of least waste way for the process is developed and implemented during the week KAIZEN means 5radual, orderly, and continuous improvement. "t makes things easier %y studying them and improving them through elimination of waste. "n 6&2, it is also called as Pa+#4a+tan C(a$at)a+ /ai,en is a 1hort*term effort with a %ias for action performed %y a multi*functional7 multi*level team, designed to achieve specific o%+ectives or goals.

! 5 'HAT ARE THE VARIOUS TFPES OC PARIVARTAN CHAMATKAR (KAIZEN)!) C7o> an/ 7#n)age*E 0o stream line the system among different agencies. .) C7o> an/ /en*#t,E 0o increase the density of the work place so that operator movement is minimi,ed and floor space utili,ation is optimised. 3) Stan/a+/ >o+)E 0o conduct time study of all the actions requires for a task of short duration, which is repeated no. of times in a day and to reduce the 8on*9alue &dded actions drastically. 5) TPM (Tota7 P+o/uct#4e Ma#ntenance)E 0o re+uvenate a machine to the designed standard and to maintain it su%sequently mostly %y the operator himself to reduce %reakdowns drastically. 6) 3P (P+e8P+o/uct#on P7ann#ng)E 0hese events are done at the planning stage for the areas where actual production is yet to start. 0he events are conducted %ased on e)pertise availa%le in the organi,ation and on 9oice of :ustomer. ! 6 HO' DO 'E DO COR A PARIVARTAN CHAMATKAR (KAIZEN) EVENT-

Ste1 !E Se7ect a 1+ob7e$ from (4M ((olicy 4eployment Matri)!, 91M(9alue 1tream Mapping!, &3 (lan, suggestions, ;uality "mprovement (lan, 8:<s of &udits, day*to*day pro%lems etc. *3* Ste1 .E Make out a clear Sco1e S(eet (refer &nne)ure*=! one month to two weeks in advance and take consent of the team mem%ers and their superiors. 5et the scope sheet read %y the team leader during the report out of previous week, where other senior officers can do some value addition and validate the 1cope 1heet. 0he /ai,en events are normally %eing conducted from Monday till 1aturday. 1elect a team of 3*> cross*functional mem%ers with the help of the team leader who will %e a%le to contri%ute in the selected event. 0he scope of the event should not %e too large so that the o%+ectives can %e achieved within a week. Ste1 3E K#c)8o"" % Re"+e*(e+ T+a#n#ngE .n the =st day morning, kick-off the event in presence of the divisional head and other :.M mem%ers and all /ai,en team mem%ers. &fter that, conduct refresher training to e)plain the methodology of kai,en event to all the new team mem%ers and also to enhance awareness on achievements of earlier /ai,en events. Ste1 5E O1en an E4ent To8Do8L#*t (refer &nne)ure -! 0his contains (".s ((ro%lems 7 "ssues 7 .pportunities!, and its countermeasures related to understanding the kai,en methodology and the activity taken up for improvement. ?irst we enter the (".s like, the details of the process selected is not known to all the team mem%ers, @1 score of the area selected is not known, time required for process completion is not known, etc. '(, to "#77 u1 E4ent To8Do L#*t 0o run the event smoothly. 0o optimally use all mem%ers. 0o meet time schedules. 0o ensure coverage of scope. 0o keep all concerned informed of progress. 0o allow mem%ers to record pro%lems. 0o conduct quick and effective review. Ste1 6' O1en a CHANDE To8Do L#*t. (refer &nne)ure * - ! "n this list, write down (ro%lems 7 "ssues 7 .pportunities ((".! while documenting <eality for immediate countermeasures. '(, to "#77 u1 CHANDE To8Do L#*t 2ink to 4oc reality (1anity check!

Manage resources o "n the team o &cross the team o ith operators o ith depts. o ith management Monitor .pen 7:lose ratio *A*

Ste1 9E Docu$ent Rea7#t, '(, Docu$ent Rea7#t, (roof for people to change. 0o improve future %y giving a picture. 0o sort out the pro%lems raised in Event 0o*4o 2ist. 0o compare with new reality (after /ai,en!. "lluminating e)ercise for the 0op Management. Ho> to /o Docu$ent Rea7#t,By using following To,ota P+o/uct#on S,*te$ (TPS) Ana7,*#* Too7*' (rocess Mapping* knowing the process in details. 1td ork 1heet layout of work area. @1 &udit* knowing the status of work place organi,ation. 0ime .%servation* to eliminate non*value added activities 9oice of :ustomer* to understand the difficulties and requirements of customer. 4ocumenting reality should %e meticulously done and should %e completed %y morning of second day. 6owever, one should never fa%ricate the reality. Before starting document reality, :hange*0o*4o lists is also to %e opened. &ll the o%servations ((".s! are required to %e reflected immediately on 0o*4o*2ists. &lso o%serve the process %y your own eyes. ! Ho> to /o PROCESS MAPPIND-

0ake = Meter wide paper roll. 0he length may vary from - Meter to appro). -C Meter, depending upon the event. 4raw 0ime line (hourly to daily, depending upon the total period of the selected event! # 1wim 2anes, one lane for each relevant section74epartment. 1elect the middle lane for the department with ma)imum no. of transactions. $se post*it slips for defining each step in details. Each slip should contain information on' 4escription of the work

&ctual time :ycle 0ime "nventory ( "(! "ndicate whether value*adding or non*value adding %y means of a green or red dot respectively. 4ecision (oints to %e shown %y a different coloured post*it*slip, put it diagonally. 1how clearly the loops in process Map.

*@* 0his will give <atio of 0otal :ycle time (91M! # 0otal 2ead 0ime. :ycle time' 0ime taken to complete the 0ask. 2ead time' 0ime taken from the start of the (rocess to the completion. . Ho> to /o TIME O@SERVATION- (refer &nne)ure 3! E)plain the operator what you are going to do. &im is to save wasteful, tiring activities of the operator. .%serve deeply # repeatedly all the actions. 8ote down the activities on the chart. "n the ne)t cycle, o%serve # record the times for each step %y using a stopwatch with lap and store facility. "n case store facility is not availa%le, two persons may %e used for o%serving # recording of time. <ecord the times on the sheet in seconds. <epeat recording of time A to @ times with same or different operators, if they are doing the same +o%. ?ind out the average values of the times recorded for each step. ?ind the lowest time recorded for each step. 4iscuss results with the operator.

In*t+uct#on*E .%serve the operator. 4o not ask the operator what he is doing. 4o not distur% the operator or the process. 8o chatting in %etween. 4ont write activities in advance. 3 Ho> to /+a> a Stan/a+/ 'o+) S(eet (S'S)0here are two types of 1 1. a) Inte+na7' 4raw a layout for each area of work place wherever the operator has to move for completion of the selected +o%. (refer &nne)ure A!

2ocation of machines 2ocation of material7 "( 2ocation of tool cri% and other sections within the %uilding.

b) E:te+na7' 1imilarly, draw the layout of all the departments7Buildings involved in the event selected (refer &nne)ure * A!. 1 1 is not a +udgment %ut reality captured with an open mind. 4raw the physical layout of work places e)actly as it is. "t is suggested to use pedometer to find out the distances e)actly. *3* 5 Ho> to /o Vo#ce O" Cu*to$e+ (VOC)4iscuss with the customer regarding his concerns and e)pectations. hile doing so, only note down the points raised %y your customer. 4o not ask any question or argue with him while 9.: is under progress. "mprovements are to %e %rought in %ased on the feed%acks from the customer. 6 Ho> to /o 6S Au/#t0o assess the status of ork (lace .rganisation the @1 audit is %eing carried out. ?or this purpose, three separate standard charts are required for use in shop floor, store and office (refer &nne)ure @a, @%, @c respectively!. Ste1 ;E Guant#", t(e +ea7#t, in terms of movement of information, materials, part, 9alue added time, 8on 9alue added time and determine the "mpact Measures' "(,

?rom the 0ime .%servation 7 (rocess Mapping, find out the 9alue &dding 0ime 7 8on*value &dding 0ime. ?rom @1 audit, find out @1 score, define unneeded material, requirement of other aids like shadow %oard, racks, visuals etc. ?rom the 1tandard ork 1heet, get' Man Movement Material Movement 4ocument Movement (ercent ?ree 1pace ?rom the 9oice of :ustomer, find out customer concerns and e)pectations.

Ste1 <E P+e1a+e a Ta+get Ac(#e4e$ent 'o+)*(eet ((re* Event .%+ectives! (<efer &nne)ure * 3! and set stretch targets for the 4river Measures and "mpact Measures. 1et the targets logically with 1M&<0 (1pecific, Measura%le, &chieva%le, realistic, 0imely! characteristics.

D+#4e+ Mea*u+eE "t is the aim of a kai,en. I$1act Mea*u+eE Measures, which will have impact on the drive measure. <efer &nne)ure * D for a list of impact measures!. "t should not %e more than 3 nos. 4o not take any "mpact Measure, which is %eyond purview of the event. 4o not take non*measura%le 4river7"mpact measures such as effectiveness of shop engineering 7 personnel 7 inspection department etc. *D* Ste1 ?E (repare an I$1act Mea*u+e* 4* TPS Too7* Mat+#: (refer &nne)ure * E! indicating what are 0(1 tools to %e used against each "mpact Measure. &lso refer &nne)ure > for a list of 0(1 0ools, which are normally %eing used in any /ai,en event. Ste1 !=E Ensure that all the issues of event 0o*4. list have %een addressed. ?ill in the :hange 0o* 4o*list to ma)imum e)tent possi%le. 4o not try to +ump to the solution immediately. Ste1 !!E 5o through the :6&85E 0o*4o*2ist. /eeping in mind all the impact measures. 1ort the (".s impact measure wise. ?or every ("., discuss with the team mem%ers, select suita%le 0(1 tools to get solution and mark it on the 0o*4o*2ist. 4ecide the %est possi%le action to sort out the pro%lem and write it on the 0o*4. list. &lso write the name of the person responsi%le, 4ate # 0ime %y which the action is to %e completed. 0he completion status of the action (-@F, @CF, D@F and =CCF! is to %e represented on the circle provided at the right side %y suita%ly hatching the circle sectors. 4ivide your work in two parts i.e. internal and e)ternal. 4elegate internal work to other team mem%ers. "nvolve 0eam 2eader for e)ternal work like discussion with other departments, conducting meetings, managing the resources for implementation of 0(1 tools like (.$, @1, 9isual control etc. Ste1 !.E Hu*t Do It* "mplement the changes decided to fi) the pro%lems o%served. &ction points noted in 0o*4o*2ist should %e closed as far as possi%le. .pen points should %e completed at the earliest. :ancel the issues raised initially %ut are not e)actly falling in the scope of the /ai,en event. 5o through the unresolved (".s and defer it for future /ai,en event. (repare a scope sheet for the same.

Ste1 !3E 4raw the future process map using the new way of working. Make the new 1tandard ork. Make necessary changes in the documents. (repare a new 1tandard ork :om%ination 1heet. Ste1 !5' $pdate the 0arget &chievement achieved during @ days. ork 1heet clearly indicating the targets

Ste1 !6E 0ake 1ustenance measures to avoid falling %ack to original condition. o 4ecide follow*up measures and responsi%ility. o (ut 9isual controls. o "mplement 9isual controls for continuous "mprovement. *>* o :ommunicate to all concerned a%out the changes %rought in and their advantages. o (lan revisit event after 3 to A months. Ste1 !9E Re1o+t8out. .n the final day, i.e. 3th day, a team of senior officers visit the event area and see the event results. "n the afternoon, the team mem%ers present their events in the presence of 4ivisional 6ead, :.M mem%ers and 4epartmental heads (refer &nne)ure * =C for the steps to <eport .ut!. 0his is followed %y cele%ration. Every day three %rief meetings are required to %e conducted %y the leader with all the team mem%ers. 0he morning meeting is to decide the course of action for the day. 0he afternoon meeting is to find out if any%ody has got stuck anywhere and the evening daily review meeting is to review the actions of the day and decide necessary corrective measures. 0he evening review meeting is to %e conducted in presence of the senior officers where assistance7clarification7decision required %y the team mem%ers is to %e given quickly (a format for the evening review is placed at &ne)ure*=3!. 0he day wise activities of a (arivartan :hamatkar event i.e. the 1tandard :om%ination 1heet is given at &nne)ure =-. ork

. 'HAT IS TPM KAIZEN EVENT0(M stands for 0.0&2 (<.4$:0"9E M&"80E8&8:E. 0(M events are done specifically on some machine or equipment. 0he o%+ective of 0(M event is to re+uvenate the machine and to evolve a day*to*day maintenance methodology to enhance the effectiveness and availa%ility of the machine. 0he machine can %e very old or may %e the new one, which is yet to %e commissioned. 0(M aims at reducing the 2ife :ycle :ost (2::! of the equipment. "t can %e done at the site of the supplier, %efore it is even supplied to 6&2.

. ! 'HAT IS THE METHODOLODF OC CONDUCTIND TPM KAIZEN EVENTSte1 !E Make out a clear Sco1e S(eet

Ste1 .E .pen an E4ent To8Do L#*t (refer &nne)ure * -! * E*

0his contains (".s ((ro%lems 7 "ssues 7 .pportunities!, and :ountermeasures. ?irst we enter the (".s that the @*1 score is not known, the 1"8 8um%er not known, the num%er of a%normalities not known, and so on Ste1 3E Docu$ent Rea7#t, 4o a @*1 <ating <un the equipment for two to four hours and record the a%normalities 4o a G4eep :leaningH layer %y layer make naked and record &%normalities o%served 4o a 1afety &udit :heck the past records of the machine to look for frequent %reakdowns, replacements, etc. Ste1 5E Guant#", Rea7#t, an/ /ete+$#ne t(e I$1act Mea*u+e*E 0he @*1 rating score ?rom the 1tandard ork 1heet, get' (eople Movement (art Movement 4ocument Movement (ercent ?ree 1pace ?rom the &%normality 0ags 0he num%er of a%normalities ?rom the 1afety &udit, the 1"8 num%er ?rom the 0ime .%servation, find out the 9alue &dding 0ime 7 8on*value &dding 0ime ?rom the 9oice of :ustomer, find out customer concerns and e)pectations.

Ste1 6E .pen a 0arget Ac(#e4e$ent 'o+)*(eet ((re*Event .%+ectives! (refer &nne)ure * >! and set yourself stretch targets for the 4river Measures and "mpact Measures Ste1 9E .pen a C#: To8Do L#*t. (refer &nne)ure =-! "n this list, write down (ro%lems 7 "ssues 7 .pportunities ((".! from the 4ocumented <eality for immediate countermeasure Ste1 ;E "mplement the changes required to fi) the pro%lem o%served. 0hese are quick fi)es, and must %e done quickly like cleaning up, tightening, replacing a seal etc. Ste1 <E ?or every ("., do a '(,8'(, analysis to find out the root cause. (refer &nne)ure *=3! *=C* Ste1 ?E .pen a (reventive 0o*4o 2ist. "n this list, (refer &nne)ure =A! write down (ro%lems 7 "ssues 7 .pportunities ((".! from the 4ocumented <eality, and root cause from the why*why analysis. Ste1 !=E "mplement the :hanges to resolve the root cause. Ste1 !!E Make the new improved way of working the 8ew 1tandard Build 0(M task frequency (4aily, eekly and monthly! 5roup Matri) (refer &nne)ure =@! Build 1tandard work sheet for each 0(M 5roup 4o 0ime .%servation for each 0(M 5roup :reate 1tandard ork :om%ination 1heet and standard operations sheet for each 0(M 5roup Ste1 !.E 1ustain the results through follow*up of results and visual controls (ut 9isual controls on each 0(M actions on the equipment "mplement 9isual controls for 0(M follow up and continuous "mprovement Ste1 !3E <eport*out' cele%rate your achievements with othersI (refer &nne)ure =3!

3 'HAT ARE THE ACTIVITIES 'E MUST DO @ECORE TAKIND UP A KAIZEN=! (reparation of scope sheet. -! Broad data analysis. 3! "ntimation to all team mem%ers and respective sectional heads. A! 1anction for minimum amount required during event. 5 'HAT ARE THE ACTIVITIES 'E MUST DO ACTER THE KAIZEN=! eekly review %y leader. -! Monthly audit %y 2<0 co*coordinator. 3! 9isit of :.M mem%ers.

6 'HAT ARE THE ROLES OC LRT CACILITATOR AND TEAM LEADER IN A KAIZENLRT CACILITATORE J J J J J J J J &ssists local management and team leaders with event activities including pre*work 4iscusses event scope7focus with consultant (if required! 1chedules and provides pre*event training 1chedules team meeting area(s! (rovides material7equipment7supplies (tape measures, wheels, forms, etc.! 1chedules kick*off, team leader meetings and final report*out. :aptures new information and lessons learned &ssists consultant with guiding7directing the team.
(rovides guidance from the front on methodology and the rigorousness with which it is applied.

*==* TEAM LEADER' <esponsi%le for organi,ing7completing event pre*work. &ssists in scope sheet development &ssists in team mem%er selection <esponsi%le for successful completion of event process %y getting work done from all team mem%ers and co*coordinating with e)ternal agencies. Maintain team cohesiveness <esponsi%le for close*out of open items after event.

9 'HAT ARE THE REASONS COR CAILURE OC A KAIZEN EVENT=! -! 3! A! @! 3! 2ess involvement of team mem%ers. (oor leader ship. "mproper co ordination among team mem%ers. 2ess support of top management. E)pectation that other person will do +o% for me. 8o ownership of kai,en event.

; HO' DO 'E EVALUATE A PARIVARTAN CHAMATKAR EVENT0he following parameters will decide a 5old 1tandard (arivartan :hamatkar event. Ta+get*E 1hould %e at least @CF of the current state, in case of reduction. %y at least 3CF. C(ange To8Do8L#*tE 1hould %e more than >C. Pa+t#c#1at#on o" $e$be+*E 1hould %e full time for all the mem%ers. 6owever, should not %e less than >CF in any case. "n case of improvements root cause must have %een identified and eliminated or enhanced

Da#7, Re4#e> Meet#ng*E 1hould %e conducted meticulously. 4uring the evening reviews, at least 3 :.M mem%ers should %e present (refer &nne)ure =3 for the format!. Pen/#ng To8Do8L#*tE 1hould %e D or less and all actions to %e targeted to complete with in one month of the event. Su*tenance Mea*u+e*E 1hould %e decided with commitment and the new process should %e instituted and agreed %y all the concerned people. 9isual management charts to %e displayed at gem%a. ? 'HAT ONE MUST DO AND 'HAT ONE MUST NOT2 DURIND AN EVENT 0ake initiative 7 ownership of event. (rovide detail # realistic information while preparing (rocess Map. hile documenting reality, team mem%ers should fill up to do list %ased on the a%normalities o%served. *=-* ?ollow kai,en methodology rigorously. 4ont held 2<0 coordinator responsi%le for completion of event. 4ont provide appro)imate information while documenting reality. != 'HAT ARE @EST PRACTICES OC A LEAN ENTERPRISEa. 0he techniques adopted %y the %est7fastest operator is made as standard and taught to other operators. %. :hange the layouts invaria%ly to reduce movement, waiting etc and to increase density. c. 0he ater 1piders are used e)tensively and the operators dont move from their gen%a. d. 1 :1 are displayed at every work station. e. (oint of $se 1torage for all 0ools. f. Most of the rotary tools are hung for ease of operators. g. 0rays are used as (roduction /an%an and are positioned near the work ta%les. h. 4uring the /ai,en, normally @1 is not conducted as at least 1=, 1- and 13 are maintained at the 5en%a. i. 0he work stations are made fle)i%le so that continuous improvements can %e implemented. 0he work stations are %asically %uilt up of ood and other modular kits. +. Most of the /ai,en ideas are %eing implemented with the help of the Moonshine shop. & shop with various machining facilities 4rilling M7:, (edestal 5rinder, various hand tools etc. &lso it has various types of materials including modular construction material kits. 0hese kits are very useful in quick development of work stations, trolleys etc. 0here is one man in*charge of this moonshine shop who helps the team mem%ers getting the ideas implemented quickly. !! CREGUENTLF USED TPS TOOLS IN KAIZEN EVENTSE
Ta)t t#$e 0he availa%le production time divided %y customer demand provides the heart%eat of a lean production system.

 6S 1ort (seiri!, 1implify (seiton!, 1weep (seiso!, 1tandardi,e (seiketsu! and 1ustain (shitsuke!. V#*ua7 Cont+o7* 0he use of signals, charts, measurements, diagrams, lights and signs to clearly define the normal or desired condition and to e)pose the a%normal undesired condition. SMED & process of changing over production equipment from one part num%er to another in as little time as possi%le (time less than =C minutes, or single*digit! Po#nt o" u*e &ll material, tools and information required to do a +o% should %e at arms length to the employee, with the most frequently used items %eing the closest. A/ju*t$ent E7#$#nat#on &d+ustments and trial runs account for @C to DCF of internal setup time. 0he most effective method of ad+usting is 8ot to &d+ust. M#*ta)e P+oo"#ng Methods that help operators avoid mistakes in their work caused %y choosing the wrong part, leaving out a part, installing a part %ackwards, etc. ((oka*yoke! *=3* '(,8'(, 0he practice of asking why repeatedly whenever a pro%lem is encountered in order to get %eyond the o%vious symptoms to discover the root cause. R#g(t *#&#ng (rocess equipment that is highly capa%le, easy to maintain (and therefore availa%le to produce whenever needed!, quick to changeover, easy to move, and designed to %e installed in small increments of capacity to facilitate capital and la%our linearity. E)amples' small washing machines, heat treatment ovens, and paint %ooths that can %e placed in process sequence in cells to facilitate continuous flow P(,*#ca7 La,out & means of impacting work flow and productivity through the physical placement of machinery or furniture. (roduction machinery should %e grouped in a cellular arrangement %ased upon production requirements, not process type. "n an office, furniture should %e arranged such that there is an efficient flow of information or services rather than strictly defined departments. H#/o)a (roviding machines and operators the a%ility to detect when an a%normal condition has occurred and immediately stop work. 0his leads to improvements in the process that %uild*in quality %y eliminating the root causes of defects. Ma)e #t Ug7,I hen waste occurs, it must 8.0 %e hidden. aste must %e e)posed for what it is an opportunity to which countermeasures can %e identified and applied. MRS Material <eplenishment 1ystem 0echniques for using cards, lights, heights, grids, squares, flags or other visual means of signaling the need for replenishment of materials, parts or supplies located at re*supply points. P+ob7e$ So74#ng & formal charting process to identify lean solutions to manufacturing or administrative process pro%lems. L#ne Sto1 0he practice of stopping production or a process to e)pose a waste or process failure, force real*time pro%lem resolution, and prevent further processing of defective material or information.

 C,c7e T#$e 0he time required for an operator to complete one cycle of his 7 her standard work. "f made to equal 0akt 0ime, products can %e made in single*piece flow with pull production Cu+ta#n O1e+at#on & method of emulating continuous flow production with a %atch and queue machine. .n the +ourney to one*piece flow, curtains may %e necessary. He#jun)a E leveling the type and quantity of production over a fi)ed period of time. 0his ena%les production to efficiently meet customer demands while avoiding %atching and results in minimum inventories, capital costs, manpower, and production lead time through the whole values stream.

ANNEJURE K !

KAIZEN EVENT SCOPE SHEETE

Event escription! Event ate' Tea$ Meet#ng A+ea' Tea$ Lea/e+E P+e7#$#na+, Object#4e*E =. Tea$ Me$be+*E SA S(+#

Production Re"uirements'

Cac#7#tato+E LRT Concerns$ %pportunities & Pro'lems Identi#ied!

Process In#ormation!
Sta+t E En/E Docu$ent*E Majo+ 1+oce**e*E 18 ANNEXURE-2

ANNEJURE 8.

19

ANNEXURE -3

20

ANNEJURE85

21

ANNEJURE K 6a

22

23

ANNEJURE K 6b

24

25

26

27

ANNEJURE K 6c 28

29

ANNEJURE K 9 30

TARDET ACHIEVEMENT 'ORK SHEET

S7 No DRIVER MEASURE ! REALITF TARDET ACHIEVED L IMPROVEMENT

IMPACT MEASURES
!

9 ANNEJURE K ; 31

L#*t o" C+eBuent7, u*e/ I$1act Mea*u+e*

4E0&"21 128 = 3 A @ 3 D > E =C == ==3 =A =@ =3 =-D => =E -C -= --3 -A -@ E??E:0"9E8E11 .? M.8"0.<"85 # (<.LE:0".8 M.8"0.<"85 1K10EM :K:2E 0"ME ?.< M< (<.:E11"85 :K:2E 0"ME ?.< L: (<.:E11"85 32 .(E<&0.< 0<&9E2 4.:$ME80 0<&9E2 (&<0 0<&9E2 @ 1 <&0"85 1(&:E 1&9"85 0"ME 0&/E8 ?.< "11$E 1&2E1 .<4E< (6<1! :K:2E 0"ME ?.< &.5 4EM&84 0<&81:<"(0".8 8. .? 6&84 .??1 M&0E<"&2 0<&9E2 :K:2E 0"ME :K:2E 0"ME 7 2E&4 0"ME F 8.8 9&2$E &44"0".8 0"ME 10&84&<4 .</ (2&8 9"1$&2 :.80<.21 8.8*9&2$E &44"85 :.80E80 4<5 &9&"2&B"2"0K 0"ME M$20"(2E E80<"E1 "( (.? &8K "0EM .< M&0E<"&2! &9&"2&B"2"0K .? <E1.$<:E1 ((arts, :onsuma%les! E??E:0"9E M.8"0.<"85 1K10EM 56E B<E&/ 4. 8 F $8"9E<1&2 $8"9E<1&2 $8"9E<1&2 $8"9E<1&2

&((2":&B"2"0K

?.< :.M(&:0"85 .< <E.<5&8"1"85 2&K.$0 0. ?.:$1 .8 &8K (&<0 .? :K:2E 0"ME

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6E<E 0.. M&8K M.9EME801 &:<.11 1 "M 2&8E1 1EE8 .8 06E (<.:E11 M&(

$8"9E<1&2 $8"9E<1&2 6"56 89& :.80E80 6"56 89& :.80E80 6E<E .</ :.80E80 &2M.10 :.810&80
M$20"(2E (&<&ME0E<1 0. BE M.8"0.<E4

$8"9E<1&2
0. ?.:$1 .8 4E0&"21 .? &8 .(E<&0".8 6E<E 4.:$ME80&0".8 "1 M&8$&2

$8"9E<1&2 6E<E 6"56 &"0"85 0"ME 8.0":EE4 0. 0&:/2E :..<4"8&0"85 4E2&K1

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ANNEJURE 8 <

'AF OC 'ORKINDATPS TOOLS ('O' too7*)

(oke Koke Error proofing. /an%an* 1ignal to create ($22 for material 7 man 9isual :ontrol /itting &ndon :ellular Mfg. Lidoka &utonomation L"0 Lust "n 0ime 1ME4* 1ingle Minute E)change of 4ies. 91M* 9alue 1tream Mapping. (hysical 2ayout @ hys 2ean 4aily Management 1ystem (24M1! (olicy 4eployment Matri) ((4M! /&"NE8 0(M*0otal (roductive Maintenance 6ei+unka* ork %alancing 7 2eveling. 1ingle (iece ?low (oint .f $se &d+ustment elimination 6and offs (ro%lem solving Fload Make it ugly Multi skilling <ight si,ing :reativity %efore capital :urtain operation 1i) sigma 33 M 4?M& M 2ine stop M 3( (re (roduction (lanning

;?4*;uality ?unction 4eployment ANNEJURE 8 ?

STEPS FOR REPORT OUT

ANNEJURE 8 !!

34

ANNEJURE 8 !=
COLOUR OC ANDON D D TIME (SEC) =-C =>C PRESENTER 0E&M 2E&4E< OHP SHEETS = :6&<0 = :6&<0 COCUS 1:.(E 16EE0 (:2E&8E4 $(! 0&<5E0 &:"E9EME80 .</ 16EE0 (4.:$ME80 <E&2"0K 8. <E1$201 0. BE 16. 8! TO DO LIST STATISTICS .(E8E4 :2.1E4 (E84"85

3C

= :6&<0

O:an %ring old charts for display on walls O:an comment on <ealities %ut not on changes

D D

EC 3CC K.$< :6.":E

= :6&<0 &:0$&2 4.:. (8. :6&<01!

F F F <

3C EC 3C ECC

0E&M 2E&4E<

= :6&<0 $( 0. A :6&<01 EP(E<"E8:E 16&<"85

8ew 0o 4. 2ist .pen "tem /EK :6&85E1 7 &:"E9EME801 e.g. .24 * 8E 1 1 = to - photographs .24 8E 91M 10&84&<4 .</ :.MB"8&0".8 16EE0 0&<5E0 &:"E9EME80 .</ 16EE0 <E1$201 *4<&?0 1:.(E 16EE0 *<E(E&0 E9E80 .B10&:2E1 7:6&2285E1 7/EK 2E&<8"85

35

ANNEJURE K !!

36

ANNEJURE K !.

37

ANNEJURE K !3

38

ANNEXURE - 14

39

ANNEJURE K !6

TPM ACTIVITF % CREGUENCF MATRIJ SL NO ACTIVITF = 3 A @ 3 D > E =C == ==3 =A :2E&8 06E 0$<<E0 :2E&8 06E 5$&<4 :2E&8 06E 0E2E1:.(": :.9E< :2E&8 06E ?"P0$<E (2&0E :2E&8 06E (9: 16EE0 :2E&8 06E :6"( :.89EK.< :2E&8 06E (. E (&:/

DAILF

Mac(#ne E STC8!6 'EEKLF MONTHLF

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40

Anne:u+e8!9

EVENIND REVIE' CORMAT

To Do L#*t Sta*t#c* OPENED EVENT CHANDE '(at #* Done To/a, CLOSED REMARK

'(at a+e t(e ba++#e+* A ob*tac7e* "ace/ to/a,- Ho> #t >a* o4e+co$e-

'(at a+e t(e Lea+n#ng* "o+ t(e /a,-

'(at #* P7an "o+ to$o++o>-

An, Doubt A c7a+#"#cat#on-

41