Kaizen Improvement Event (K-188) In An Automotive
International Journal of Engineering Research & Technology (IJERT)ISSN: 2278-0181Vol. 2 Issue 10, October - 2013Kaizen Improvement Event (K-188) in an Automotive Industry – A Case StudyMohd Anees SiddiquiDepartment of Mechanical Engineering, Integral University Lucknow, INDIAAbstract- This paper is a case study of an automotive industry in which the Kaizen improvement activityentitled K-188 is performed in the shop floor and the kaizen target are made. At the end of the kaizenevent, several objectives are achieved such as introduction of work bench, 5S level improvement,Identification & traceability system of Dies implemented, Layout for shop floor made, kan-ban systemimplemented, Standard worksheet made available on shop floor, Poka Yoke for critical dimension forcritical part made, Proper layout of the shop floor is prepared. Several targets are achieved which aretabulated at the end of the paper. The result and conclusion of the case study includes situation before andafter kaizen, summary of kaizen titles fulfilled, pending kaizen titles and the target sheet. The Target orprogress sheet contained the improvement percentage of the kaizen event.I.INTRODUCTIONIJERTKaizen means a constant effort not only to maintain but also upgrade standards. It means continuousimprovement. The word implies improvement that involves everyone. Both managers and workers and entailsrelatively little expense. The kaizen philosophy assumes that our way of life—is it our working life, our sociallife, or our home life should be the focus of constant improvement efforts. The Kaizen improvement can also bedone practically to achieve more productivity.Fig.1 Flow diagram of Kaizen roles & responsibilitiesA. Kaizen Application Examples IJERTV2IS100134Customer complains about the processEnd to end process not defines not understoodThere is considerable amount of rework or defect in the process.Process is not standardizedProcess inputs/outputs are not error proofed or are of poor quality.Process cycle time is lengthyLow productivitywww.ijert.org247
International Journal of Engineering Research & Technology (IJERT)ISSN: 2278-0181Vol. 2 Issue 10, October - 2013II.KAIZEN EVENT (K-188)The kaizen event was organised in an automotive industry by the kaizen team with its purpose ofimplementation to achieve kaizen target.A. Kaizen Targets Reduction of customer complaintsImprovement in 5 ‗S‘ levelReduction in PPM levelMaterial handling improvementSystem improvementIJERTB. Quality ImprovementsFig.3 Die Clamping machineIJERTV2IS100134www.ijert.org248
International Journal of Engineering Research & Technology (IJERT)ISSN: 2278-0181Vol. 2 Issue 10, October - 2013IJERTFig.4 Notching ProcessFig.5 Cowl Mounting BracketIJERTV2IS100134www.ijert.org249
International Journal of Engineering Research & Technology (IJERT)ISSN: 2278-0181Vol. 2 Issue 10, October - 2013IJERTFig.6 RUPD Mounting dimensioningFig.7 RUPD Side support Bracket weldingIJERTV2IS100134www.ijert.org250
International Journal of Engineering Research & Technology (IJERT)ISSN: 2278-0181Vol. 2 Issue 10, October - 2013Fig.8 Welding Process if intercooler brackeMaterial Handling and Supplier System ImprovementIJERTC.Fig.9 Quality and Inspection before DispatchIJERTV2IS100134www.ijert.org251
International Journal of Engineering Research & Technology (IJERT)ISSN: 2278-0181Vol. 2 Issue 10, October - 2013Fig.10 KANBANIJERTD. Improvement in 5S LevelFig.11 Instruction boardIJERTV2IS100134www.ijert.org252
International Journal of Engineering Research & Technology (IJERT)ISSN: 2278-0181Vol. 2 Issue 10, October - 2013IJERTFig.13 Inspection RoomFig.14 Plant LayoutIJERTV2IS100134www.ijert.org253
International Journal of Engineering Research & Technology (IJERT)ISSN: 2278-0181Vol. 2 Issue 10, October - 2013III.RESULT & CONCLUSIONAfter Kaizen Event K-188, the following results were achieved which are as follows:TABLE-1: SITUATION BEFORE AND AFTER KAIZEN1.2.3.4.5.6.7.8.9.BEFORE KAIZENMaximum work on floor.No 5 ‗S‘ and No housekeeping.No identification mark and No traceabilitysystem of DiesNo layout on shop floor.No KAN-BAN system exist.No standard worksheet & No SWS availableon shop floor.No Poka Yoke for critical dimension forcritical part.No proper layout of Quality Room.No identification and No maintenance onmachine.1.2.3.4.5.6.7.8.9.AFTER KAIZENWork bench made5 ‗S‘ & housekeeping concept introduced.Identification & traceability system of Diesimplemented.Layout for shop floor made.KAN-BAN system implemented.Standard worksheet & SWS made availableon shop floor.Poka Yoke for critical dimension for criticalparts made.Proper lay-outing of Quality Room made.Identification & maintenance due datedtemplate made.TABLE-2: SUMMARY OF KAIZEN TITLES2.3.4.ParameterKaizen Title IdentifiedNumbers27IJERT1.Kaizen Title Implemented22Kaizen Title DeletedNillKaizen Title Pending05TABLE-3: PENDING KAIZEN TITLESSl. No.IJERTV2IS100134TitleTarget DateResponsible Agency1Material on floor- Bins to be made15.12.07Mr.X2100% welding on work bench15.12.07Mr.X3Die section 100% identification10.12.07Mr.X4Ear plug & Helmet in Press Shop02.12.07Mr.X5Quality plans & C of C of all parts05.12.07Mr.Xwww.ijert.org254
International Journal of Engineering Research & Technology (IJERT)ISSN: 2278-0181Vol. 2 Issue 10, October - 2013TABLE-4: TARGET SHEETKaizen Event : K-188BeforeTargetAfter Kaizen%ImprovementRemarks70%Bins to be madeNovemberImprovement SituationImprovement in 5 'S' levelZero1 'S'Inventory ControlNostorageprocessKanban storeto be doneMaterial 0100%405070%01040Will be monitoredin Dec. 0730%0SpaceCongestionreduction (%)103003143C of C ofcritical partsNil100%Poka Yoke /Improvement010102060%2 machines to beshifted in 1st weekof Dec. 0780%More work benchto be made2030%PPMReductionPlastic bin &Racks to be made2050%reductionSpaceReduced (Sq.m.)Supplier SystemImprovement28IJERTSpacereduction2710Packing Imp.& Racks tobe madeCustomer complaintreduction2650To bemoniterd inDec.To be monitored inDec. 0780%1421Balance C of Cwill be by 05-Dec0780%InventorycontrolParts to added inKanban asidentified by theteamQualityImprovementMaterial handlingequipmentprovided to avoidpaint relatedproblemwww.ijert.org255
International Journal of Engineering Research & Technology (IJERT)ISSN: 2278-0181Vol. 2 Issue 10, October - 2013REFERENCES[1] S. Ashley, ―Manufacturing Firms Face the Future,‖ Mechanical Engineering, 119:6, June 1997, pp. 7074.[2] Chan, E.T.S., & Smith, A.M. (1994). Simulation approach to assembly line modification: a case study.Journal of Manufacturing Systems, 12, 239 – 245.[3] Cheser, R. (1995, April). Kaizen is more than continuous improvement. Quality Progress, 23 – 25.[4] Dugger, J. C. & Teegarden, J. (1997). Manufacturing and industrial technology: a beneficial alliance ofthe future. Journal of Industrial Technology, 14(1), 37-41.[5] Imai, M. (1986). Kaizen: The key to Japan‘s competitive success. New York: Random House.[6] Womack, J. P. & Jones, D. T. (1996). Lean thinking. New York: Simon & Schuster.BIOGRAPHYIJERTMohd Anees Siddiqui was born in Kanpur, India, in 1988. He received the B.Tech degree inMechanical Engineering from Integral University, Lucknow, India, in 2011, and pursuingM.Tech in Production & Industrial Engineering from Integral University.In 2011, he joined the production department, Technical Associates Ltd, Lucknow as aTrainee Engineer. In 2012, he became Development Engineer at Berrys Auto Pvt. Ltd. Heworked as a Lecturer in Lucknow Institute of Technology, Lucknow. Presently, he is workingas a Lecturer in Department of Mechanical Engineering, Integral University, Lucknow. Hehas undergone internships and training programmes in Tata Motors Ltd, HindustanAeronautics Ltd and Research Development & Standards Organisation. He is a member of InternationalAssociation of Engineers and other professional societies such as International Association of Computer Science& Information Technology, International Association of Engineers & Scientists. His area of interest ismanufacturing, workshop technology, design & estimation and he has published several papers in Internationaljournals. He has attended several national & international conferences on mechanical engineering. He received2nd Award in model presentation Geothermal Energy Exploration Plant on celebration of Rajiv GandhiRenewable Energy Day at Non-Conventional Energy Development Agency, Lucknow, in Aug, 2010.IJERTV2IS100134www.ijert.org256
after kaizen, summary of kaizen titles fulfilled, pending kaizen titles and the target sheet. The Target or progress sheet contained the improvement percentage of the kaizen event. I. INTRODUCTION . has undergone internships and training programmes in Tata Motors Ltd, Hindustan
2017 Shingijutsu Kaizen Training Kaizen Principles can be applied in all areas! Quality Kaizen Safety Kaizen Flow Kaizen Business Process Kaizen X. The program begins with a lecture by Mr. Chihiro Nakao, FOM (Father of Moonshine), Shingijutsu, on the basic concept of Kaizen. The participants learn about the Just-In-Time
POINT Kaizen MINI Kaizen Kaizen BLITZ FLOW Kaizen SUPPLY CHAIN Kaizen IDEA RADIATOR “Kaizen Kanban” or “improvement project board” A “Kaizen Kanban” or “improvement board” is a visual prioritize project pipeline
pejoratives like Kaizen in a box, kamikaze Kaizen, Kaizen paint by numbers, popcorn Kaizen. And it's true that Kaizen events many times have been misapplied by people who miss the big picture from a lean perspective or even continuous recruitment. So what I wanted to do was bring people back to the context that Kaizen event should be within,
Agenda . 2 . Observation: This Document contains 5 Messages from Mars . Kaizen Event 4 Phase Structure 28 . Planning the Kaizen Event 29 . 30 Kaizen Conducting the Event . How to Conduct a Kaizen Event . 31 Kaizen and 8 Wastes (Muda) How to Know When Cost is NOT adding Value, DOWNTIME . 32
The research model was developed from Kaizen event practitioner resources, Kaizen event literature, and related process improvement sustainability and organizational change literature. The model hypothesized that Kaizen Event Characteristics, Work Area Characteristics, and Post-Event Characteristics were related to Kaizen event
JICA and MOTI agreed the study on Kaizen KU (Kaizen Unit) formed under MOTI Kaizen Project launched In 2010 Lessons from African countries that implemented Kaizen Training and Seminars were conducted Kaizen implementation commenced in 1 st batch companies Kaizen high level forum carried out Performance evaluation of implementers’carried out.
The recipient of the 1st place Global KAIZEN Award 3rd Edition will be awarded with two vouchers to participate in any KAIZEN learning program, KAIZEN Insight Tour or KAIZEN Benchmark Tour3. Learn more To find out more about the KAIZEN Awards visit https://awards.kaizen.com or contact your local business partner.
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