GEMBA KAIZEN IN A STANDARD WAY

Mr.P.Pandiyaraj, AP(SS)-MECH,Periyar Maniammai University,Vallam,Thanjavur9597902046,pandi_kcet@yahoo.comMr.S.Balamurugan, AP-MBA, Periyar Maniammai University,Vallam,Thanjavur9994119991,bala_guys@yahoo.co.in

Abstract:

The paper aims to find the standard way of achieving excellence in the Gemba throughKaizen. In order to achieve the objective of the organisation the Kaizen, implemented in theworking places i.e. for the survival and profitability of the organisation. Various aspects ofthe Kaizen in the form of Questions are discussed. Such as, who were the people behind thedevelopment of this Tool either US or Japan? What will be the definition of kaizen? Whetherexcellence can be achieved by bringing standardisation in the Gemba? With respect toinvestment, whether the organisation prefers rapid or constant way of improvement? Basedon the discussion, some industrial activities from different areas of engineering were chosenand Kaizen was used to improve the process. As a result of kaizen, the process had beenimproved and explained in this paper.

Introduction:

GEMBAKAIZEN is KAIZEN activities that take place in GEMBA. The Gemba means theplace where the major activity (Producing and selling) of an organisation is taking place. Letus discuss on the various aspects of the Kaizen.

Aspects of Kaizen:

(a) US or Japan:

Words from the History “The president of Toyota, Kiichiro Toyoda, presented a challenge tothe members of his executive team: ‘To achieve the same rate of production as the UnitedStates in three years.’ At the same time Ford performs well with their continuousimprovement tool. Taiichi Ohno, VP of Toyota, accepted his challenge and, inspired by theway that an American supermarket works, ‘‘invented’’ the JIT method.

We can say Ford vs. Toyota; these key player’s works for Continuous improvement and forchange to compete with their competitors. They developed many tools such as JIT, Lean, Reengineering, Benchmarking, etc all this focus for the improvement. Due to versatility natureof this tools, we can apply this to several industries to achieve the continuous improvementfor the betterment.

(b) Definition of kaizen:

Kaizen is a Japanese term that means continuous improvement, taken from words 'Kai',which means continuous and 'zen' which means improvement. Some translate 'Kai' to meanchange and 'zen' to mean good, or for the better. As per the famous quote “Everything willchange except the word change” hence nothing will be permanent. If an organisation doesn’twork for change, then they will be no more in the business. As per Fig.1, organisation shouldconsider the both the Continuous improvement and Change. Now we can define the term“Kaizen as the tool of continuous improvement by making changes for the better on acontinual, never-ending basis”.

(c) Standardisation – a barricade against improvement:

To standardize a method is to choose out of the many methods the best one, and use it.Standardization means nothing unless it means standardizing upward. Today’sstandardization, instead of being a barricade against improvement, is the necessaryfoundation on which tomorrow’s improvement will be based. If you think of‘‘standardization’’ as the best that you know today, but which is to be improved tomorrow—you get somewhere. But if you think of standards as confining, then progress stops.- by HenryFord

As long as the standard improved continuously, it will be the best forever. This fixes thetarget on which the change to be focused.

(d) Kinds of Improvement:

The improvements can occur rapidly and sometimes in a constant way. The radicalimprovement is a result of Business Re-engineering or Automation which incurs majorinvestments.

If the process is being improved constantly then the expensive innovation process can bereduced, and this is what kaizen does. In many cases kaizen means improvements from theemployees’ suggestions which results in a constant way of improvement. And in many casesthe improvement from the top management always in the form of radical way.

Always the optimum is preferable, lead the improvement can be made in a constant way toboost the productivity certain investments is must. The decision on extent of investment, timeof investment is based on the feasibility study. As per Fig.2 the organisation can reach thefinal position either in a constant time consuming basis with minor investments, or theorganisation do in a radical way, or they allowed to improve in constantly using Kaizen alongwith the some optimal investment using Reengineering.

Fig. 1

Fig. 2

KAIZEN –When, What, How?

1. When should be done

The organisation should aware about the need for Kaizen and to work for the Kaizen toimplement for the improvement. Some of this point clearly specifies the position of theorganisation.

Delay in customer delivery Reduction in profitability and sales Need to identify the alternatives Need to reduce "non-value-adding work", “wastes” (Lean), Muda Need to reduce "overburden", Muri Need to reduce "unevenness", Mura

2. What to be done

It means that identifying the ways for improvement, in many organisation suggestionschemes will be in practise to collect the ideas for the employees. The organisation issues willbe placed in the notice board in the common places in order to communicate to the employees

3. How to be done

It means that identifying the way to implement the ideas tested. This includes in deciding ofinvestments, executing timings and team.

Implemented projects based on the above discussions:

(a) Replacing of fasteners using Clamps for Job Fit up.

In the Weld shop, the components to be got welded initially being fit up using a fixture withminimal welding. In the next step the welders will do welding. For each and every fit up, thefitters will do fastening to hold the subcomponents in the fixture. This activity wasconsidered as NVA and trails were made to eliminate the activity completely. Similarly forthe Drilling machine, the components to be drilled will be hold firmly in the bed. The highpressure Mechanical Clamps can used to avoid the process of tightening.

Process- Bolting for fit upLimitation – need to use to pins to bring alignment as in case of circular components.

(b) Fabricated Container Ramp for Unloading at site

In the field of Logistics, the loading and unloading is a major task. This will be done only inthe warehouses with the help of concrete Ramp and Fork lifter. Most of organisation,unloading the components at the warehouses and uses local trucks to bring those things to thesite, for this they were paying rentals for the usage of warehouse and charges for trucks. It isdifficult to construct a concrete ramp at each and every site. As a kaizen activity, the processbeen studied and a fabricated steel ramp is designed for the purpose of loading and unloading.The things to be loaded can be placed over this ramp using a fork lifter then with the help ofrollers provided at the bottom it can pushed inside the container similarly it can be pulled outfor unloading.

Process – Alternate for container loading using Steel RampLimitations – Bearing rollers to be employed for Loading and Unloading

(c) Galvanising Hangers

During Part galvanising, the process starts with jigging of components. Many organisationsuse MS Wire to jig the components manually. This is time consuming one and Wire will bescraped at the end of the process. Kaizen made on this process and developed the Steel framewith number of hooks. These hooks to be loaded with components manually similarlyunloading can be made at the end of the process. When compare to Ms wire the hooks willconsume more Zinc, but the minor increase in consumption to be neglected due to saving intime of jigging and repetitiveness of this frame.

Process – Jigging of components for GalvanisingLimitations – The design of frame is done only after the study of components to be jigged.And workers need to be trained.

(d) SMED (Single Minute Exchange of Die)

In the field of steel fabrication, the process of punching and blanking is widely found. Basedon the design and usage the diameter will varied from one to another. In the machine shop,for every change in diameter the punch and die will be changed. The Kaizen made on thisprocess and implemented a punch and die block set with numbers of punches and dies ofvarious sizes. These punches will be locked using spring. Based on the design the puncheswill be released to get the required size of holes.

Process – Setting time of punches to required diameter is eliminatedLimitation – The operator should be trained

Further work:

Identification of industry wide common activities which involves more Human effort will bedone. Especially in the field of Fabrication the automation is very less; hence the study willbe done on those processes to develop the alternate process for improvement.

Conclusion:

Even small improvements can bring the organisational successful. The attempt for finding theindustry wide common activities and improving them will be continued. The standard processis developed in order to implement the same where ever it applicable. Though the term kaizendeveloped by US or Japan we can apply this tool irrespective of all the industries. At thesame time the organisation should update the technology in a periodic manner, at least theyshould aware about the new technologies for process improvements.

Even though the industrial standards are widely accepted, it is periodically updated as for asISO, ASME is concern. Change for improvement is mandatory for every organisation.

Reference:

Martin K.Starr(2007), Production and operation management, Atomic DogPublishing, USA printed by Biztantra, New Delhi reprinted,pp.188

Imai, Masaaki (1986). Kaizen: The Key to Japan's Competitive Success. New York,NY, US: Random House.

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