3. 3
Aim & Objective
The objectives of Kobetsu Kaizen are to:
Understand Losses
Ability to calculate OEE and reduce losses by kaizen
Reduce manufacturing cost by carrying out Kaizen
Aim:
• Realising for high production efficiency by eliminating 16 major losses
Method:
Recognition of 16 major losses
Over all equipment efficiency, material , die, jig, tool and energy req.
per unit calculation and setting targets for the above.
Analysis of phenomenon and review of the associated factors
Execution of PM analysis
Through pursuit of “what the equipment and production must be”
4. 4
Kobetsu Kaizen
Purpose –
Realize zero losses of all types, such as failure losses & defect losses
Demonstrate ultimate production efficiency improvement
Members –
Staff
Line Leader
Activities –
Understanding the 16 major losses
Calculating and setting goals for overall equipment efficiency, productivity &
production subsidiary resources
Implementation of PM analysis
Thorough pursuit of equipment and production “as it should be”
10. 10
1. Equipment Failures Loss
There are two types of failure loss
Loss no.1 : Equipment failure loss
Loss no.2 : Breakdown loss
This loss is expressed in time
Loss no.1 is the time lost by the equipment due to a breakdown
involving the replacement of spare parts.
Loss no.2 is the time loss by the equipment due to a Breakdown not
involving any replacement of spare parts.
Since zero breakdown is our objective, target for this loss is zero.
This loss affects - Availability , OEE and OPE.
11. 11
2.Setup & Adjustment Loss
Time taken to change setting from one model / product to other till first OK
piece comes out.
This loss is usually caused by a stoppage due to set up change. The set-up
change time is the period during which the production is stoppage to prepare
for subsequent production. The factor which spends the most time is
adjustment.
12. 12
Improvement of Set up
Where ever possible, externalize!
1. Preparation for setup
1) What can be prepared prior to set-up?
All necessary jigs, tools and parts stored on a dedicated
“change-over trolley” - Can we color code such items for
different products/pack sizes ?
2) Move hands, but do not move feet.
13. 13
Improvement of Set up
2) Minimize number of change-over parts (convert to modular type)
3) Standardize jigs and tools
4) Improvements to make simultaneous change-over possible
5) Improve standardization of set-up procedures - Make Multiple activity chart.
6) Optimize ratio between amount of work and number of people
7) Practice set-up procedures (increase skill levels)
2. Set up Our target is under 10 minutes!
1) We hate bolts! Bolts are the enemy!
• Minimize number of bolts - Examine requirement of bolts
• Minimize types of bolts - Standardize bolts so that it reduces the number of tools required to unfasten it
• Minimize amount of thread Loosen, not unfasten
• Minimize repositioning of spanner on bolt head whilst undoing or tightening.
• Use tools that don’t require repositioning (wing nuts, ratchets etc)
• Boltless construction - one touch (clamps, cams, plungers etc)
14. 14
Improvement of Set up
1) Mechanization
2) Simplification of work – mark set values on scales, use block gauges, spacers, stops etc.
3) Use visual controls
4) Clearly identify and maintain datum faces – eliminate dirt, wear, damage, rust etc.
5) Do not move die and jig reference stops
6) Improve work practices - procedures, tools etc.
7) Practice adjustment work – increase skill level
3. Adjustment
Our target: “Right first time”!!
17. 17
3. TOOL CHANGE LOSS
The cutting tools change loss is caused by the line
stoppage for replacing the grinding wheel, cutter bit, etc.
which might be broken or worn due to long service.
Time taken to change worn out tools till
first OK piece comes out.
18. 18
3. TOOL CHANGE LOSS
• Methods of reducing cutting - blade losses
• Actual - state surveys
• Surveys of present cutting conditions
• Surveys of equipment/Jig precision
• Approach from inherent technology
• Approach from the vibration analysis
• Implementation of countermeasures
• This loss affects Availability ,OEE & OPE
22. 22
Time required to build temperature / pressure etc.
Referencing of CNC machines, warm operations conducted early
morning or after long stoppage.
4. Start-up Loss
23. 23
4. START UP LOSS
4. Start-up Loss
Definition of start-up loss
• start-up after periodic repair,
• start-up after suspension (long-time stoppage),
• start-up after holidays,
• start-up after lunch breaks.
to the time when it is possible to produce excellent products of reliable quality,
free from machine problems (minor stoppages, small problems, and blade
breakdown) in a specified cycle time operation, as. well as volume losses
(defects/ rework) that arise during that period.
24. 24
4. START UP LOSS
1. Time-series data at the time of start-up
2. Examination of working oil/lubricating oil
3. Examination of related equipment portions
4. Adjustment of thermal displacement occurrence portions.
5. Measurement of thermal displacement values
6. Countermeasures
Method of reducing start-up Loss
26. 26
• Losses that are accompanied by temporary functional stoppage
• Losses allowing functional recovery through simple measures (removal of
abnormal work pieces and resetting)
• Losses that do not require parts exchange or repair
• Losses that require from 3-5 seconds to less than 5 minutes for recovery.
5. Minor stoppage Loss
27. 27
Methodology
Approach for
Minor Stoppage Reduction
Capturing data
Analysis of data
Fixture Clamping /
De-clamping
Identifying Root cause
Countermeasure &
Sustenance
Pneumatic gun stop
Due to defective
Component
Indexing
Repeat Capturing
periodically
28. 28
6. Speed loss
These are losses that occur because the equipment speed is
slow. They can be defined as follows:
• Losses due to a difference between the design speed (or
standard speed for the item concerned) and the actual
speed
• Losses caused when the design speed is lower than
present technological standards or the desirable condition
29. 29
6.SPEED LOSS
As an example of the first type of losses, if the standard cycle
time is set at 40 seconds, and the actual operation time is 50
seconds, the speed loss is 10 seconds.
As an example of the second type of losses, if the set cycle
time is 60 seconds, but it could be shortened to 50 seconds
based on current-level improvements, the speed loss is 10
seconds.
30. 30
6.SPEED LOSS
Reasons for speed loss
We mistakenly believe that the current machine cycle time is normal.
We must slow down the machine cycle time to avoid problems.
The equipment was poorly designed .
This loss affects Availability, OEE & OPE
Reduction of Speed Loss
Capacity balance of each process
Actual cycle time measurement
Reduction of cycle time
Problem analysis for cycle time w.r.t. part quality.
31. 31
7. DEFECT & REWORK LOSS
Loss due to defective (Rework + Rejection)
production.
Volume losses due to defects and time losses
required to repair defective products to turn them
into excellent products.
32. 32
7.DEFECT & REWORK LOSS
Defect/rework losses are defined as volume losses due to defects and
rework (disposal defects), and time losses required to repair defective
products to turn them into excellent products.
Generally, sporadic defects are easily fixed, so they are rarely left
uncorrected. Chronic defects, in contrast, are often left as they are,
because their causes are difficult to perceive and measures to correct them
are seldom effective. Rework and repair items are also regarded as chronic
defects, because modification worker-hours are required
This loss affects Availability, OEE & OPE
33. 33
These are time losses occurred when equipment is stopped for planned
maintenance, as well as volume losses that occur due to equipment
start-up. These are an unavoidable aspect of the equipment, so they
occur based on the quality, safety, and reliability maintenance
requirements of the equipment, although there are some differences in
time requirements
8. SHUT-DOWN TIME LOSS
34. 34
8.SHUT-DOWN TIME LOSS
This is an equipment –related loss, where in the equipment is
“scheduled” to be kept under downtime due to certain permitted
reasons.
This loss is sub classified as follows.
• JH activity time
• PM activity time
• Meetings
• Development time
• Not scheduled at all
This loss affects OPE
35. 35
These are waiting losses such as awaiting instructions, awaiting material,
awaiting tools, repair which are generated through management problems.
This loss is sub classified as follows.
Want of tools
Want of instructions
Want of raw material
Want of manpower
Want of spare parts
Want of container
This loss affects OPE
9. MANAGEMENT LOSSES
36. 36
9.MANAGEMENT LOSSES
Skilled Manpower shortage
1. High repeatability
2. Appreciation for 100%
attendance
MSDCL power failure
1.100% power back up
2.Auto changeover
Raw Material Shortage
1.Minimum two source of RM
supplier
2.Warehouse nearby to
manufacturing location
3.Optimum RM inventory
Machine stoppage
Methodology To Reduce Management Loss
37. 37
These include motion losses due to violation of motion economy,
losses that occur as a result of skill differences, and walking losses
attributable to an inefficient layout.
This loss affects Performance rate, OEE & OPE
10. MOTION LOSSES
38. 38
These are waiting time losses involving multi-process and multi-
stand operators and line-balance losses in conveyor work.
This affects performance rate,OEE & OPE
11. LINE ORGANISATION LOSS
41. 41
Stoppage of equipment for logistics reasons.
Ex.- Material movement, non-availability of trolley / bin etc.
Man-hours spent in doing logistics work (transportation of
products or raw materials etc.) by other than logistics
workers, or the additional time spent by logistics workers
due to equipment failure.
This affects OPE
12. LOGISTIC LOSS
42. 42
These are worker-hour losses that result from frequent
implementation of measuring and adjustment to
prevent occurrence of quality defects and flow-out.
This affects performance Rate, OEE & OPE
13. MEASUREMENT & ADJUSTMENT LOSS
46. 46
These are volume losses stemming from weight differences
between raw materials and products or between all raw material
input and the products.
14. YIELD LOSS
47. 47
14 - YIELD LOSS
The former are material losses caused by increasing wall thickness to more than the
necessary level, in order to prevent casting defects (sand inclusion, surface flaws) in
the raw materials or to cover the insufficient precision of shaping moulds. These
losses sometimes cause the extension of machining time or the reduction of the
service life of cutting blades.
The latter represents the difference between slag weight/gate weight/burr volume
and product weight-material losses causing yield decline due to increased burr
occurrence resulting from insufficient mould precision. In aluminium casting, the
weight of runner and burr is applicable instead of the above weights.
This affects cost & not affecting the equipment OEE / OPE
49. 49
15. ENERGY LOSS
Losses of energy such as electric power, fuel, air,
water etc.
Start-up loss, overload loss, temperature loss.
It is the input energy which can not be effectively used for processing.
Losses such as startup loss, temperature loss during processing and idling
are
included in this category.
50. 50
16. DIE,JIG & TOOL LOSS
These are monetary losses resulting from the manufacturing and repair of
dies, jigs, and tools necessary for the production of products.
Die, jig, and fixture losses represent expenses arising as a result of
manufacturing of new moulds, replacement due to the end of service life or
breakdown, repair following wear, manufacturing or repair of mould parts, and
manufacturing or repair of jigs and tools. If the repair frequency is high,
expenses naturally grow.
This affects cost & not affecting the equipment OEE / OPE
51. 51
We can make future plans about the Organization according to the losses
2. We can compare the situation of the Organization with other
Organizations.
3. We can manage the Capital & other Assets according to the loss.
What the benefits calculating loss ?
53. 53
OEE Calculation
Calculation of Overall equipment Efficiency (OEE) :
Loading time – Down time
1) Availability (A)
Loading time
Standard Cycle time X Units produced
2) Performance (P)
Loading time – Down time
Units Produced – Defective units
3) Quality (Q)
Units produced
A defective unit includes reworked and scraped quantity.
4) Overall Equipment Efficiency (OEE) = A X P X Q
Loading time = Available time – scheduled down time
Scheduled down time includes,= 1) Preventive maintenance 2) No power 3) No order
4) No schedule 5) JH/TPM meeting etc
X 100
X 100
X 100
=
=
=
