CHAPTER – 4

Kobetsu Kaizen Activities

Contents
4.1 Outline

4.1.1 Background

4.1.2 Aim

4.1.3 Target

4.1.4 Master Plan

4.2 Approach

4.3 Kaizen Table

4.4 Result

4.5 Future Plan

1
4.2.3 Definition of 18 Major losses (Contd.)

B Loss that impede equipment loading time

8a Planned Shutdown Losses that arise from planned equipment stoppages at the
production planning level in order to perform preventive maintenance

8b Production adjustment Losses that arise from equipment stoppages at the production
loss planning level in order to adjust production requirements

C Five Major losses that impede workers efficiency

9a BOP Shortage Waiting losses that are caused by management, such as waiting for
materials

9b Manpower Waiting losses that are caused by management, such as waiting for
Shortage operator

9c WIP Shortage Waiting losses that are caused by management, such as waiting for
WIP

10 Operating Motion Man-hour losses arising due to m/c run by non-regular operator
loss
11 Line organization Idle time losses when waiting for material to come from previous m/c
loss

2
4.2.5d Result of Startup Loss

Total Factory
Section No. of
Kaizens 4500

4000
4065
3,872 BM
Plate Parting 1
3500
3,431
Better
Indl Filling 1 Actual

Loss Time (in Hours)

3000
Indl 1
2500
Assembly
Total 3
2000
1,543
Target
1500

1000

500 289 233

0
BM 04-05 05-06 06-07 YTD 07-08 Target
Year

Industrial Plant – Rotary Shaker 1 Industrial Plant – Sungwoon 1

500 471 600
449 537
435 512 506
450
500
400 Better Better

Loss Time (in Hours)

Loss Time (in Hours)

350
400
300
250 300

200
200 176
139
150

100 100
50
5 3 6 3
0 0
BM 04-05 05-06 06-07 YTD 07-08 Target BM 04-05 05-06 06-07 YTD 07-08 Target
Year Year
3 Back
4.2.6.2 Stratification of Operating motion loss - Total Factory – during Bench Mark period

During the benchmark period Operating Motion Loss was one of the Loss that was contributing towards lower
amount of production. All Operating Motion Losses were studied machine wise and corrective actions taken. This
graph shows the stratification of this loss sectionwise and machine wise for the total factory

897
900
Section wise
800

700
Loss Time (in Minutes)

600
477
500
426

400

300 268

200

100 53
26 13 586
0
13
Machine wise
600
Assembly(Auto)
Assembly(indl)
Parting(Auto)

Casting(Auto)

Filling(indl)

Pasting(indl)
Gride Casting(indl)

Spine Casting(indl)

500

Loss Time (in Minutes)

400
311

300

200

100

0
Aiken2

Aiken1
4
4.2.4.5.1 Kaizen Example Of Operating motion Loss

Physical Phenomenon : More time taken by the operator to switch ON / OFF blower, light
etc. Cause : Switches located away from the
Root
operator
BEFORE AFTER
Switches located away from the operator Switches brought near to the operator

Switches

Operator Operator

Switches

Result : Operating motion Loss reduced from 30 Minutes to Zero Minutes in a shift

Benefit : Production increased by 5500 plates per shift

5
4.2.4.5.1 Kaizen Example Of Operating motion Loss
Physical Phenomenon : More time taken by the operator to take out the lug cut piece tray from
inside the machine
Root Cause : No arrangement to bring out the lug cut pieces from inside the machine
BEFORE AFTER
Lug cut piece tray has to be taken out by Chute provided to bring out the lug cut
operator each time it is filled up. M/c Pieces from inside the m/c. Stopping the
need to be stopped at that time m/c is not required at that time

Lug carrying tray Lug carrying chute

Result : Operating motion Loss reduced from 20 Minutes to Zero Minutes per m/c per shift

Benefit : Production increased by 3800 plates per machine per shift

6
4.2.5d Result of Operating motion Loss

Total Factory
Section No. of
Kaizens 4500

4000
4065
3,872 BM
Plate Parting 2
3,431
3500
Indl Filling 1 Better Actual

Loss Time (in Hours)

3000
Indl 1
2500
Assembly
Total 3
2000
1,543
Target
1500

1000

500 289 233

0
BM 04-05 05-06 06-07 YTD 07-08 Target
Year

Industrial Plant – Rotary 1 Industrial Plant – Sungwoon 1

500 471 600
449 537
435 512 506
450
500
400 Better Better

Loss Time (in Hours)

Loss Time (in Hours)

350
400
300
250 300

200
200 176
139
150

100 100
50
5 3 6 3
0 0
BM 04-05 05-06 06-07 YTD 07-08 Target BM 04-05 05-06 06-07 YTD 07-08 Target
Year Year
7 Back
4.2.4.5.1 Kaizen Example Of Cycle Time Reduction

Physical Phenomenon : High air filling time

Root Cause : Solenoid valve not provided by the machine manufacturer

BEFORE AFTER
High air pressure filling time Solenoid valves provided

Result : Cycle time reduced from 90 seconds to 20 seconds

Benefit : Production increased by 208 batteries per shift

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4.2.7.1 Manufacturing Cost Loss Tree
Cost (Rs./ Plate) Cost elements (Rs./ Plate) Loss (Rs./ Plate)

Q4 05-06 06-07 Q1 Q2 Oct- Q4 05-06 06-07 Q1 Q2 Oct- Q4 05-06 06-07 Q1 Q2 Oct-

04-05 07-08 07-08 Nov 07 04-05 06-07 06-07 Nov 07 04-05 06-07 06-07 Nov
07

Manufacturing Cost & Loss in individual areas has been identified and corrective actions have been
Initiated. Matrix of the Cost Loss is shown below.
07-08
Q4

Dross
Metal 0.11 0.10 0.11 0.08 0.07 0.06
8.91 8.73 12.05 14.83 17.17 15.16
20.41
Oct -

0.15
Nov

Sump Paste
07

0.02 0.02 0.02 0.03 0.02 0.02

Raw Material
07-08

23.80

ORM
0.15
Q2

12.88 12.23 16.12 18.91 21.62 18.03 0.18 0.18 0.22 0.16 0.15 0.09
07-08

21.08

0.16
Q1

BOP Scrap PP Container & Lid

3.79 3.33 3.85 3.93 4.31 2.78 0.03 0.02 0.02 0.02 0.02 0.02
2006-

18.34

0.17
07

Energy Power
2005-

0.99 0.87 0.85 0.85 0.84 0.90

14.36

0.99 0.87 0.85 0.85 0.84 0.90

0.17
06
04-05

15.23

0.23

Spares
Q4

0.18 0.20 0.21 0.20 0.21 0.20

Repair & Maintenance

0.32 0.36 0.38 0.37 0.41 0.37

Manufacturing Cost

Job Charges
0.14 0.16 0.17 0.17 0.19 0.17
Loss

Loss due to breakdown, setting time,

resource shortage, failure etc
Overhead Overhead
1.04 0.90 0.98 0.95 0.93 1.10 1.04 0.90 0.98 0.95 0.93 1.10 0.08 0.03 0.02 0.04 0.03 0.05

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4.2.7.2 KAIZEN EXAMPLE OF YIELD LOSS REDUCTION

BEFORE AFTER

Excess lead where there is no Lead reduction in group bar

plate connected with group bar

- ve Group bar + ve Group bar - ve Group bar + ve Group bar

Cavity not blocked Cavity is blocked

Excess lead in group bar where Modified group bar with reduced
there is no plate lead

Cost saving by reduction in group bar lead – Rs.37,050 per month

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4.2.4.5.1 Kaizen Example Of increase in spare life

Physical Phenomenon : Brushes wear out after three months

Root Cause : No method of re-using the worn out brush

BEFORE AFTER
Brushes wear out Tool developed to grind the worn out
brush

Result : Brush life increased from 3 months to 6 months

Benefit :
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