COMPA NY PROFI PROF IL E Shriram Shriram Pistons Pistons & Rings Ltd.(SPRL) Ltd.(SPRL) is one one of the the largest largest and most sophisticated manufacturers of Precision Automobile Components i.e. Pistons, Piston rings, Piston Pins and Engine Valves in products sold under brand name USHA/SPR in the markets.
SPRL manufactur manufacturing ing unit unit is located located at Meerut Road Road in Ghaziabad Ghaziabad (25 kms from Delhi). The plant has been recognized as one of the most modern modern and sophisticat sophisticated ed plants plants in North India India in the the field of Automobile Components Production.
The company company offers offers diesel diesel and gasolin gasoline e pistons; pistons; and cast iron, steel, and moly piston rings. It also provides replacement parts to automotive workshops, repair shops, and service stations. The companys products are used in automobile vehicles and gensets. It sells its products through distributors. The company was incorporated in 1963.
T E C H NI N I C A L C OL O L L A B O RA R A T IO IO N For such a kind of Sophisticated Sophisticated and Modernised Modernised technology technology and for for the production of world class products Shriram Pistons is having tieup with these companies...
M/s.
For For Pistons KOL BENSCHMI BENSC HMIDT, DT,GER GERMANY MANY –
M/s.
RIKEN RIKEN CORPOR COR PORATI ATION, ON,JA JA PAN - For Piston Rings
M/s.
F UJ U J I O O ZX Z X ,J ,J A P A N - For engine valves
M/s.
Technica icall Suppor Supportt HONDA FOUNDARY, F OUNDARY,JA JA PAN - For Techn
P R O D U C T IO N C A PA P A C IT IT Y
Piston
17.06 million in 2011-2012
Pin
14.09 million in 2011-2012
Rings
76.05 million in 2011-2012
Engine Valves
33.8 million in 2011-2012
Piston
16.2 million in 2010-2011
Pin
13.09 million in 2010-2011
Rings
74.08 million in 2010-2011
Engine Valves
32.05 million in2010-2011
ORII GI OR GINA NA L E QU QUII P ME MENT NT MANUFACTURERS DOMESTIC OEM’S Pass Pa sseng enger er Ve Vehi hicl cle:e: Ford Motors General Motors Honda Siel Mahindra & Mahindra Maruti Suzuki Nissan Suzuki Powertrain Tata Motors
Two Wheelers: Bajaj Auto Hero Motocorp HMSI Suzuki Motorcycle TVS motors
COMMERCIAL VEHICLES: Ashok Leyland Mahindra & Mahindra SML Isuzu Tata Motors Tata Cummins Vehicles VE Commercial Vehicles
Tractors: HMT Tractors New Holland Sonali alika ka Inte Interna rnatio tional nal Son Mahindra Swaraj Tractors and Farm Equipments(TAFE) Equipments(TAFE)
Industr Ind ustrial ial Eng Engine ines:s: Cummins Greaves Honda Power Products Kerala Agro Kirloskar Lombardini WABCO
INTE IN TERN RNATI ATION ONAL AL OEM OEM’S ’S Europe: Ford, UK Ford, Germany Husqvarna Motorcy Motorcycles cles (BMW), (BMW), Italy Italy Husqvarna Iveco, Italy Renault, France Renault, Spain Asia: Honda, Peoples Republic of China Honda, Thailand Hyundai, Korea Mega Motors, Iran Republic of China WABCO, Peoples Republic Australia: Ford, Australia
Sout So uth h Afri Africa ca:: Ford, South Africa
Q U A L IT I T Y O B J EC E C T IV E S 1. Organisation Organisation which which is sensitive sensitive and interactive interactive to the needs of customer. 2. Continuous Continuous upgrading upgrading of quality quality and process to meet changing changing needs of customer. 3. Optimi Optimizati zation on of of return return on on investm investment ent by – • • • • •
Continuous Improvement Techno Technology logy Develop Developmen mentt Organizational Development Cost Reduction Effort Effective Use Of All Resources
4. Work to internati international onal norms of quality quality and managemen management. t.
T o ta t a l C u s to t o m er e r S a t i s fa f a c ti t i o n T h ro r o u g h Q u al al i t y
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M a n ag a g em e m en e n t A n d C o n ti t i n u o u s I m p r o v em e m en e n t” t”
CONSUMMATION
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SPR received received th ISO – 9001 certifica certificate te from from RWTUV, RWTUV, Germany in 1994. Best foundary awards from the institute of Indian foundrymrn in the year 2003. Green rating rating award by CII, U.P. U.P. pollution pollution board board & world bank in the year 2004. The company received TPM excellence award in hte year 2004. SPRL has received the best vendor awards from Maruti Suzuki for 4 consecutive times. Best supplier awards from tata Cummins ltd. For 3 consecutive years. Excellence award in export by government of india. Excellence award in quality by Honda scooters and Motorcycles limited. Received best vendor award for overall performance from Ashok Leyland in 2008-09. ISO/TS16949 ISO/TS16949 achieved for SPR unit –II Ghaziabad Ghaziabad in in year -2009. Received performance award from Honda Siel products ltd. In march march -2012 -2012.. Volvo Eicher Commercial Vehicle (VECV) has given us award aw ard for OVERALL QUALITY EXCELLENCE for 2012. Grand award for QCDDM from Honda Motorcycle & Scooter India. This is the the topmost award for any supplier of HMSI and we are the only one to receive it. Vendor performance from Suzuki Motorcycle. Excellence award in technology by ACMA in 2007-08.
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Excellence award in quality by ACMA in 2007-08.
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PLA NT L OCA T I ONS 1)
S h r i r a m Pi Pi s t o n s & R i n g s L t d .
A-4 & A-5, Industrial Industrial Area Meerut Road Ghaziabad Uttar Uttar Prade Pradesh sh - 20100 201003 3 India
2 ) S h r i ra r a m P i s to to n s & Rin g s L t d .
SP-1/892 & 893, RIICO Industrial Area Pathredi, District Alwar Raja Rajast stha han n - 3031 303107 07 India
FEATURES OF SPR FACTORY Total Total
area area cove covered red by the factory factory is 27 acres. acres. The factory has manufacturing facilities for Piston, Rings, Pins and engine valves. strength of the company company is 5230 nos. nos. Total strength The turnover/sales gor the year 2011-2012 is Rs 1000.00 Cr. company is exporting exporting to more more than 35 The company countries. Export sales are of Rs. 188.00 Cr. In year 201112. Over 10% of the sale is exported to sophisticated market markets s such such as Europ Europe, e, UK, UK,
TYPES OF PISTON PIST ON S MANUFACTURED
T Y P E S O F R IN G S MANUFACTURED
METHOD S PERFORM ED IN I N FOUNDA RY FOR F OR RINGS RI NGS 1 . M el e l ti t i n g an an d A l lo l o y M ak ak i n g In this section the aluminium obtained from various suppliers is melted in this section upto the temperature of 750 degree centigrate. The aluminium from the supplier is of 99.9% aluminium which is very brittle and could be easily moulded. But this type of aluminium is of no use therefore various types of alloys are added to it like chromium, nickel etc. in different composition for different differe nt type of requirements from the buyer.
2 . P u r i fi f i c at at i o n an d H o l d i n g In this section the metal which is obtained after melting is having some impurities in them which are not desirable. Therefore it is purified with the help of various methods and after that the molten metal is allowed to stand still so that some of the impurities left may settle down down and the metal obtained obtained is of desired compositi composition. on.
3.Casting Generally there are various methods of performing casting method but here at Shriram Shriram Pistons Pistons the method used is most economical, economical, safe safe for workers, less hazardous, very swift and appropriate process for mass production which is Gravity Gravity Die Casting Casting in which which the the molte molten n metal metal flows flows unde underr the the influence influence gravity gravity and allowed to cool down down and solidify solidify after that the desired product is obtained.
4. Riser Rise r Cutting Cutting In this method the riser which is over the casting product provided for extra metal is removed and only the desired casting product remains.
5. Heat Heat Treatm Trea tm ent Heat treating treating is a group of industrial industrial and metalworking metalworking processes processes used to alter the physical, and sometimes chemical, properties of a material. The most common application is metallurgical. Heat treatments are also used in the manufacture of many other materials, such as glass. Heat treatment treatment involves the use of heating heating or chilling, chilling, normally to extreme temperatures, to achieve a desired result such as hardening or softening of a material. Heat treatment techniques include annealing, case hardening, precipitation strengthening, tempering and quenching.
6 . R o u g h T u r n in in g Rough turning is a process in which the excess material is removed from the outer surface of the casting product roughly. It is generally done on the pistons which are used in heavy duty vehicles like trucks, trailers etc. It is not performed on smaller pistons due to small in size and extra material on them can be removed by machining very easily due to less volume to be removed from them whereas bigger pistons are having much volume to be reduced therefore they are passed through the process rough turning.
7.Inspection In this method the casting product is inspected by the human eyes for various casting defects like shrinkage, visual defects like dents, and they are again send to the furnace for melting and can be used again which certainly reduce the time and money at the initial stage of manufacturing.
MA NUFA CTURI CTURING NG METHODOL OGI OGIES ES A DOP DOPTE TED D B Y COMPA COMP A NY 1) TPM( TP M(Total Total Produ ctive Maintenance) Maintenance) 2 ) K A I ZE ZE N 3) 5S 4 ) K A NB NB A N 5 ) S IX IX S I G M MA A
T P M T O TA T A L P R OD O D UC U C TI T IV E M A IN I N TE T E N A N CE CE In industry industry,, tota totall produc productiv tive e maintena maintenance nce (TP (TPM) M) is a system system of maintai mai ntainin ning g and imp improv roving ing the the integr integrity ity of prod product uction ion and and quality systems through the machines, equipment, processes, and employees that add bu busi sine ness ss va valu lue e to an organization. TPM focuses on keeping all equipment in top working condition to avoid breakdowns and delays in manufacturing processes. One of the main objectives of TPM is to increase the productivity produ ctivity of plant plant and equipm equipment ent with a modest investm investment ent in maintenance. Total quality management (TQM) and total productive maintenance (TPM) are considered as the key operational activities of the quality management system. In order for TPM to be effective, the full support of the total workforce is required. This should result in accomplishing the goal of TPM: Enhance the volume of the production, employee morale and job satisfaction
THE EIGHT EIGHT PILL PILLARS ARS OF TPM TPM The eight pillars of TPM are mostly focused on proactive and preventative techniques for improving equipment reliability: 1) Autonomous maintenance 2) Planned Maintena enance 3) Quality ma mainte ntenance ance 4) Focuse cused d Imp Improvem oveme ent 5) Earl Early y Eq Equi uipm pmen entt Mana Manage geme ment nt 6) Trai Train ning ing And And Ed Edu ucati cation on 7) Safe Safe Heal Health th En Env viro ironmen nmentt 8) TP TPM M In adm admini inistr strati ation
Implementation of Total Productive Maintenance Following are Following are the steps involved involved by the the implementatio implementation n of TPM in an organization: Initial evaluation of TPM level, Introductory Education and Propaganda (IEP) for TPM, formation of TPM committee, development of master plan for TPM implementation, stage by stage training to the employees and stakeho sta keholde lders rs on on all all eigh eightt pilla pillars rs of of TPM, TPM, impl implemen ementati tation on preparation process, establishing the TPM policies and goals and development of a road map for TPM implementation. According to Nicholas, [4] the steering committee should consist of production managers, maintenance managers, and engineering managers. The committee should formulate TPM policies and strategies and give advice. This committee should be led by a top-level executive. Also a TPM program team must rise, this program team has oversight and coordination of implementation activities. As well, it’s lacking some crucial activities, like starting with partial implementation. Choose the first target area as a pilot area, this area will demonstrate the TPM concepts. [4] Lessons learned from early target areas/the pilot area can be applied further in the implementation process.
Objectives Objectives of Total Productive Productive Maintenance Maintenance The main objective of TPM is to increase the Overall Equipment Effectiveness of plant equipment. TPM addresses the causes for accelerated deterioration while creating the correct environment between operators and equipment to create ownership. OEE has three factors which are multiplied to give one measure called OEE.
Perform Pe rform ance x A vaila vailability bility x Quality = OEE OE E
Each factor factor has two associate associated d losses making making 6 in total total , these 6 losses are as follows: P e r f o r m a n c e = Running Running at reduced speed -Minor Stops
=Breakdowns owns -Prod -Product uct changeov changeover er Availability =Breakd Qualit Qu ality y =St =Start artup up rejects rejects -Run -Runnin ning g rejects rejects
The objective finally is to identify iden tify then prioritize and eliminate the causes of the losses. This is done by self managing teams that problem solve. Employing consultants to create this culture is common practice
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KAIZEN
(Kaizen in japanese writing)
?), Chin Kaiz aizen ( Chinese ese and Japan Japanese ese for for "chan "change ge for for bette better". r". When used in the business sense and applied to the workplace, kaizen refers to activities that continually improve all functions and involv involve e all emp employ loyees ees fro from m the CEO CEO to the the assem assembly bly line line worke workers rs.. It also applies applies to processes, processes, such as purchasing purchasing and and logistics, logistics, that cross organization organizational al boundaries boundaries into the supply chain. chain. It has been applied applied in healthcare, healthcare, psychotherapy, psychotherapy, life-coaching, life-coaching, government, government, banking, and other industries.
By improving standardized activities and processes, kaizen aims to eliminate eliminate waste (see lean manufacturi manufacturing). ng). Kaizen was first first implem implemente ented d in in sever several al Japanese Japanese busine businesses sses after after the the Second Second World War, influenced in part by American business and quality management teachers who visited the country. It has since spread throughout the world and is now being implemented in environments outside of business and productivity.
Overview The The Sino Sino-J -Jap apan anes ese e word word "kai "kaize zen" n" sim simpl ply y mea means ns "ch "chan ange ge for for better", with no inherent meaning of either "continuous" or "philosophy" in Japanese dictionaries or in everyday use. The word refers to any improvement, one-time or continuous, large or small, in the same sense as the English word "improvement". However, given the common practice in Japan of labeling industrial or business improvement techniques with the word.
"Kaizen" especially in the case of oft-emulated practices spearheaded spearheaded by Toyota, the word word Kaizen Kaizen in in English English is typically typically applied applied to measures for implementi implementing ng continuous continuous improvement, improvement, or even taken to mean a "Japanese philosophy" thereof. The discussion below focuses on such interpretations of the word, as frequently used in the context of modern management discussions.
Kaizen is a daily process, the purpose of which goes beyond simple productivity improvement. It is also a process that, when done correctly correctly,, humanizes humanizes the workplace workplace,, eliminates eliminates overly overly hard hard work, and teaches people how to perform experiments on their work work usin using g the the scien scienti tifi fic c meth method od and how how to lea learn rn to to spot spot and and elimin eliminate ate waste in busine business ss proce processes sses.. In all, all, the the process process suggests a humanized approach to workers and to increasing productivity: "The idea is to nurture the company’s people as much as it is to praise and encourage participation in kaizen activities. Successful Successful implementatio implementation n requires the participatio participation n of workers in the improvement. People at all levels of an organization participate in kaizen, from the CEO down to janitorial staff, as well as external
stakeholders when applicable. Kaizen is most commonly associated with manufacturing operations, as at Toyota, but has also been used in non-manufacturing environments. The format for kaizen can be individual, suggestion system, small group, or large group.
At Toyota, it is usually a local improvement within a workstation or local area and involves a small group in improving their own work environment and productivity. This group is often guided through the kaizen process by a line supervisor; sometimes this is the line supervisor’s key role. Kaizen on a broad, cross-departmental scale in compa companie nies, s, gener generates ates total total qualit quality y manage managemen ment, t, and frees frees human efforts through improving productivity using machines and computing power. While kaizen (at Toyota) usually delivers small improvements, the culture of continual aligned small improvements and standardization yields large results in terms of overall improvement in productivity. This philosophy differs from the "comman "command d and contr control" ol" improv improvemen ementt programs programs (e (e g Busines Business s Process Improvement) of the mid-twentieth century.
Kaizen methodology includes making changes and monitoring results, then adjusting. Large-scale pre-planning and extensive project scheduling are replaced by smaller experiments, which can be rapidly adapted as new improvements are suggested. In modern usage, it is designed to address a particular issue over the cours course e of a week and and is referr referred ed to as a "kaizen "kaizen blitz blitz" " or "kaizen event". These are limited in scope, and issues that arise from them are typically used in later blitzes. A person who makes a large contribution in the successful implementation of kaizen during during kaizen events events is awarded awarded the title title of "Zenkai". "Zenkai".
History After WWII, WWII, to help restore restore Japan, American American occupation occupation forces brought in American experts to help with the rebuilding of Japanese industry while The Civil Communications Section (CCS) developed a Management Training Program that taught statistical control methods as part of the overall material. This course was developed and taught by Homer Sarasohn and Charles Protzman in 1949-50. Sarasohn Sarasohn recommend recommended ed W. Edwards Edwards Deming Deming for further further training training in Statistical Methods. Prior to to the arrival arrival of Mellen in 1951, the ESS group group had a training training film to introduce the three TWI "J" programs (Job Instruction, Job Methods and Job Relations)---the film was titled "Improvement in 4 Steps" (Kaizen eno Yon Dankai). Thereby, "Kaizen" was introduced to Japan.
For the pioneering, introduction, and implementation of Kaizen in Japan, the the Emperor of of Japan awarded the the 2nd Order Medal Medal of the Sacred Treasure Treasure to Dr. Deming in 1960. Consequen Consequently, tly, the Union of Japanese Science and Engineering (JUSE) instituted the annual Deming Prizes Prizes for achievement achievement in quality quality and dependability dependability of products.
Implementation The Toyota Production Production System System is known known for for kaizen, kaizen, where where all line personnel are expected to stop their moving production line in case of any abnormality and, along with their supervisor, suggest an improvement to resolve the abnormality which may initiate a kaizen.
The cycle of kaizen activity can be defined as: •
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Standardize an operation and activities, Measure the operation (find cycle time and amount of in-process inventory). Gauge measurements against requirements. Innovate Innovate to meet requirements requirements and increase increase productivity. productivity. Standardize the new, improved operations. Continue cycle a d i n f i n i t u m .
This is also also known known as the Shewhart Shewhart cycle, cycle, Deming Deming cycle, cycle, or or PDCA.
Another Another technique technique used in conjunction conjunction with with PDCA is the the 5 Whys, which is a form of root cause analysis in which the user asks a series of 5 "why" questions about a failure that has occurred, basing each subsequent question on the answer to the previous.
There are normally a series of causes stemming from one root cause, and they they can be visualize visualized d using using fishbone fishbone diagrams diagrams or tables. tables. The Five Whys can be used as a foundational tool in personal improvement, or as a means to create wealth Kaizen: The K ey to Masaaki Imai Imai made the term term famous in his book book Kaizen: Japan's Comp etitive etiti ve Succ ess .
Apart from business applications of the method, both Anthony Robbins and Robert Maurer have popularized the kaizen principles into personal development principles. In the book One Sm all Step Step Can Change You r life: The Kaizen Kaiz en Way, and CD set The Kaizen Way t o S u c c e s s , Maurer looks at how individuals can take a kaizen approach in both their personal and professional lives. Fieldboo k , Liker and Meier discuss the kaizen blitz In the Toyo ta Way Fieldboo and kaizen burst (or kaizen event) approaches to continuous improvement. A kaizen blitz, or rapid improvement, is a focused activity on a particular process or activity. The basic concept is to identify and quickly remove waste. Another approach is that of the kaizen burst, a specific kaizen activity on a particular process in the value stream.
KAIZEN KAIZEN (or continuous continuous improvement) improvement)
Kaizen, also known as continuous improvement, is a long-term approach to work that systematically seeks to achieve small, incremental changes in processes in order to improve efficiency and quality. quality. Kaizen can be applied applied to any kind kind of work, but it is perhaps perhaps best known known for being being used in in lean manufacturi manufacturing ng and lean programming. If a work environment practices kaizen, continuous improvement is the responsibility of every worker, not just a selected few.
1. Crea Create te cons consta tanc ncy y of of pu purpo rpose towa toward rd impro mprov vemen ementt of of pro prod duct uct and service, with the aim to become competitive and to stay in business and to provide jobs.
2. Adopt the new philosophy. 3. Elimi limina nate te the the nee need d fo for ins inspe pect ctio ion n on on a mass ass bas basiis by by bui build ldiing quality into the product in the first place. 4. End the the pra pract ctic ice e of of awa award rdiing busi busine ness ss on the the bas basis is of pri price tag. Instead, minimize total cost. 5. Impro mprov ve con const stan antl tly y an and for forev ever er the the sy system stem of prod produc ucti tion on and and service to improve quality and productivity and thus constantly decrease costs. 6. Institute training on the job. 7. Insti nstitu tute te leade eaders rshi hip. p. The The aim aim of supe superv rvis isio ion n sho shoul uld d be be to to hel help p people and machines and gadgets to do a better job. 8. Drive ou out fe fear so so th that ever every yone may wor work ef effectiv tively ely fo for th the company.
9. Brea Break k do down bar barri rier ers s bet betwe ween en depa depart rtm ments ents.. Peo Peopl ple e in in res resea earc rch, h, design, sales and production must work as a team to foresee problems of production and use of the product or service. 10. 10. Elim Elimin inat ate e ask askin ing g for for zero zero defec defects ts and and new new leve levels ls of productivity. Such exhortations only create adversarial relationships as the bulk of the causes of low quality and low productivity belong to the system and thus lie beyond the power of the work force. 11. Remov Remove e bar barri riers ers that that rob rob the the hourly hourly worker worker of his his rig right ht to prid pride e of workmanship. 12. 12. Remo Remov ve bar barri rier ers s tha thatt rob rob peop people le in mana manage geme ment nt and and in in engineering of their right to pride of workmanship. 13. 13. Insti nstitu tute te a vig vigor oro ous prog rogram ram of of educ educat atiion and and sel selffimprovement. 14. 14. Putt ever Pu everyb ybod ody y in in the the comp compan any y to to wor work k to acco accomp mpli lish sh the the transformation. The transformation is everybody’s e verybody’s job.
In Western civilization, kaizen is often broken down into four steps: assess, plan, implement and evaluate. In Western workplaces, a "kaizen blitz" is synonymous with a concentrated effort to make quick changes that will help achieve a better work environment. The Kaizen management originates in the best Japanese management practices and is dedicated to the improvement of productivity, efficiency, quality and, in general, of business excellence. The Kaizen methods are internationally acknowledged as methods of continuous improvement, through small steps, of the economical results of companies. The small improvements applied to key processes will generate the major multipli multiplication cation of the companys companys profit while constitutin constituting ga secure way to obtain the clients loyalty/fidelity. The companies that want to have performance must keep their leading position on the market by increasing the quality level of the services provided, reducing costs and last, but not least, motivating
the whole staff in order to implement the concept of performanceoriented organization. Within the present economical context, cost reduction is one of the major objectives. Kaizen is is a solid strategic strategic instrument instrument which is is used to achieve achieve and overcome the companys objectives. The 5S techniques are fundamental techniques which allow the increase of efficiency and productivity while ensuring a pleasant organizational climate. The Kaizen methods and techniques are valuable instruments that can be used to increase productivity, to obtain the competitive advantage and to rise the overall business performance on a tough competitive market like the one in the European Union. We must permanently think of the fact that the way in which we fulfill even the daily tasks today is not the most efficient way to perform. Therefore, we must continuously look for new ways of achieving our objectives in the easiest manner and, of course, at the lowest costs.
III. DATA DATA ANALYSIS ANALYSIS AND RESULT RESULT INTERPRETA INTERPRETATION TION It is extremely important to define the structure of the 5S teams in order to ensure the good development of actions. Secondly, within the team structure, there should be members from each department of the organization organization according according to possibiliti possibilities. es. Since the role role of each team member is essential, here are some aspects selected after the practical applications that we should reflect upon. • Teams tend to go straight to action without paying enough attention to the recording of the present stage in the area where they
perform; At the end of the working day, there is a tendency not to end up the data recording. At the end of of the three three days of action, action, the members members of the the Kaizen – 5S - Tin shop shop team team have have revealed revealed the the followin following g aspects: aspects: • At the end of the the first working working day, all all the team members members involuntarily sat at the same table, although at the beginning of the day they used to stay in different groups according to the department they belonged to; We noticed that it is easy to perform according to the 5S spirit, but it is difficult to keep and improve what w hat was done during the initial action. • Together we are stronger; • In three days we can create an ”integer” made of distinct personalities; It is essential to have an objective to achieve and to fight for achieving it; • Performance is directly linked to individual achievements; It is enough to have a helping hand to rise; When a problem occurs, occurs , it is essential to identify correctly its cause and to eliminate it as soon as possible. We should not be afraid of problems and think of the situation as an opportunity to improve; When both the employees and the management of the organization start to admit that the
improvement of work quality is as important as the activity itself, we can say that the „Kaizen spirit has been installed in the company”. The Kaizen techniques help us focus on the basic way that we can work. The improvement of work quality should be continuous. Kaizen must must become become a way of being, being, an attitude, attitude, and and it must be permanently present within the company;
Following the 5S steps, we managed to identify more easily the problems that made the activity of the sale and service processes more difficult; the Kaizen actions must be daily practiced and their immediate result will be the elimination of scraps, the reorganization of the working areas and the discovery of better ways to achieve the working tasks of each employee. After the interpretation of the results obtained in the Kaizen – 5S workshops, it has been confirmed that the implementation and application of the Kaizen concepts need no investments or major expenses, but only more attention paid to details and practical means to work intelligently.
The The KAIZ KAIZEN EN prin princi cip ples les presu resum mes a prac practi tica call appr appro oach ach and and low low cost costs s of improvement. The Kaizen management system is based on the continuous loss reduction by means of methods that do not rely on inv investm estmen ents ts,, but but on on the the imp impro rov vemen ementt of of the the pro proce cess sses es and and the the employees performance. Accor ccordi ding ng to the the pri princ ncip iple les, s, we must ust be sur sure that that,, when when we take take an action, our action will go on in the best possible way and is not merel merely y an interm intermedi ediate ate actio action n to genera generate te a tempor temporary ary resu result lt.. Philip B. B. Cr Crosby introd roduced the con concept epts of ”Do it right ight first rst tim time e” and ”Quality ”Quality is free” according according to which which „ everything must be
wel well don done the the firs firstt tim time and and ever every y tim time” and and res resp pecti ectiv vely ely „ qual qualit ity y costs nothing – what costs is lack of quality”.
At the end of the study on the Kaizen 5S activities, we have selected selected a series series of sugg suggesti estions ons that can stand stand for a guide guide to use use when implementing the Kaizen concept:
KAIZEN – must be a way of being, an attitude, a spirit to be permanently present wit within each team; am; Ou Our li lifestyl tyle, both at home and at work, should focus on our co constant ef efforts to improve; Th T he appl applic icati ation on of the the Kaizen Kaizen prin princip ciple les s supp suppose oses s a cont contin inuo uous us dial dialog ogue ue between between the manager manager and the employ employees ees (vertic (vertical al comm communi unicati cation) on) on the one hand, and betwe etwee en the the employe oyees on the same hier hierar arch chica icall level level (hori (horizo zonta ntall comm commun unica icatio tion) n),, on the othe otherr hand hand.. •
The application of the Kaizen principles involves no major exp expenses, ses, but only more att attent ention ion to deta etails and and practi ctical cal way ways to do things better and more efficiently; Problems should not be connected to people because bl blaming people does not so solve the prob proble lem; m; Each Each appr approa oach ch shou should ld star startt with with high highli ligh ghti ting ng the the posit positiv ive e parts; We should not judge or blame; we should use feed-back techniques. •
Unlike the European management, the Ja Japanese management focuses on the active involvement of all staff ca categories in the proc proces ess s of cont contin inuo uous us impr improv ovem emen ent. t.
The directly ctly prod roductiv ctive e staff aff is particularly en encour ouraged aged so tha that they can can sugg sugges estt and and make make impr improv ovem emen ents ts.. Aft After er a deta detail iled ed ana analy lysi sis, s, we have ave no noticed th that, ev even in in the ar areas wh where we we consider no improvements are needed, there are still plenty of possibilities to
improve. A good management of human resources in the orga organi niza zati tion on is one one of the the stra strate tegi gic c obje object ctive ives s of the the orga organi niza zati tion on which which shou should ld be clear clearly ly defin defined ed and accep accepted ted by all all its its memb member ers. s. The Ka Kaizen pr princ inciples are the resistance structure that sh should be buil builtt on, on, so so tha thatt we we can can get get to to a con conti tinu nuou ous, s, step step by step step improve improvemen mentt of of the company company perform performanc ance. e.
‘5S’ 5S is the name of a workplace workplace organizati organization on method that that uses a list list of of five five Japan Japanese ese words words:: Seiri Seiton Seiso Seiketsu Shitsuke
Transliterated Transliterated or translat translated ed into into English, English, they they all start with the letter "S".The list describes how to organize a work space for efficiency and effectiveness by identifying and storing the items used, maintaining the area and items, and sustaining the new order. The decision-making decision-making process process usually comes from a dialogue about standardization, which builds understanding among employees of how they should do the work.
There are are five 5S phases. phases. They can be be translated translated from the the Japanese as:Sort Straighten Shine Standardise Sustain
Seiri
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Remove Remove unnecessary items and dispose dispose of them properly properly Make work easier by eliminating obstacles Reduce chance of being disturbed with unnecessary items Prevent accumulation of unnecessary items Evaluate necessary items with regard to cost or other factors Remove all parts not in use Segregate unwanted material from the workplace Need fully skilled supervisor for checking on regular basis Don‘t Don‘t put unne unnecessa cessary ry items items at the workp workplace lace & defin define e a tagged tagged area to keep those unnecessary items
Seiton
(S y s t em ) em a t i c A r r a n g e m e n t •
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Can also be translated translated as "set in order" order" , "straighten" "straighten" or "streamline" Arrange all necessary items so they can be easily selected for use Prevent loss and waste of time Make it easy to find and pick up necessary items Ensure first-come-first-served basis Make Make workf workflo low w smoo smooth th and and easy easy All above work should be on regular base.
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Can also be translated as "sweep", "sanitize", "shine", or "scrub" Clean your workplace completely Use cleanin cleaning g as inspectio inspection n Prevent machinery and equipment deterioration Keep workplace safe and easy to work keep work place clean.
Seiketsu
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Standardize the best practices in the work area. Maintain Maintain high standards standards of housekeepin housekeeping g and workplace workplace organization at all times. Maintain orderliness. Maintain everything in order and according to its standard. Everything in its right place.(Chilled totes in chilled c hilled area, Dry totes in dry area.) Every process has a standard.
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To keep in working order Also translates as "do without w ithout being told" (though this doesn’t begin with S) Perform regular audits Training and Discipline Training is goal oriented process. its result feedback is necessary monthly.
Additional Ss Other phases phases are sometimes sometimes included included e.g. safety, security, security, and satisfaction. These however do not form a traditional set of "phases" as the additions of these extra steps are simply to clarify the benefits of 5S and not a different or more inclusive methodology. Safety
The phase "Safety" is sometimes added.There is debate over whether including this sixth "S" promotes safety by stating this value explicitly, or if a comprehensive safety program is undermined when it is relegated to a single item in an efficiencyfocused business business methodology. methodology.
Security The phase "Security" can also be added. To leverage security as an investment rather than an expense, the seventh "S" identifies and addresses risks to key business categories including fixed assets (PP&E), (PP&E), material, material, human capital, capital, brand equity, equity, intellectual intellectual property, information technology, assets-in-transit and the extended supply chain. Techniques are adapted from those detailed detailed in in Total security security managemen managementt (TSM) or the the business business practice practice of developing and implementing implementing comprehens comprehensive ive risk management and security practices for a firms entire value chain. The Origins of 5S 5S was developed in Japan and was identified as one of the techniq techniques ues that that enabled enabled Just in Time Time manufac manufactur turing ing..[4] Two major frameworks for understanding and applying 5S to business environments have arisen, one proposed by Osada, the other by Hirano. Hirano provided a structure stru cture for improvement programs with a series of identifiable steps, each building on its predecessor. As noted by John Bicheno, Toyota’s adoption of the Hirano approach a pproach was ’4S’, with Seiton and Seiso combined.
What is the 5S Technique? 5S is a technique that results in a well-organized workplace complete with visual controls and order. Its an environment that has “a place for everything and everything in its place, when you need it”. 5S produces produces a workplace workplace thats thats clean, unclutte uncluttered, red, safe and organized. People become empowered, engaged and spirited. As the workplace begins to “speak”, by linking people and processes, processes, product product begins to flow flow at the drumbeat drumbeat of the Customer.
“Visual order is the foundation of excellence in manufacturing. When it is in its place on the t he production floor, work gets done efficiently and effectively. When it is not in place, work still gets done done – but at a level level of cost cost that that is hard hard to just justify ify”. ”. Visual Systems Gwendolyn D. Galsworth
5S is not just a clean-up campaign, its a system that allows individuals to work more efficiently. It requires; •
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Perseverance and determination The ability to see whats important Attention to detail
5S is the key first step in workplace workplace improvemen improvement. t. “Sort” Remove from the workplace all items that are not needed for current production (or office) operation. � Sorting means leaving only the bare necessities � When in doubt, throw it away.
“Set “S et in Ord Order er” ” Arranging needed items so that they are readily accessible and labelled so that anyone can find them or put them away.
“Shine” Sweep and clean the work area. The key purpose is to keep everything in top condition so that when someone needs to use something, it is ready to be used. Cleaning a work area produces and opportunity to visually inspect equipment, tooling, materials and work conditions.
“Standardize” Define what the “normal” condition of the work area. Define how to correct “abnormal” conditions. The standard should be easily understood and easy to communicate communicate (i.e. visual visual controls). controls).
“Sustain” Implementing solutions to address the root causes of work area organization issues. All employees must be properly trained and use visual management techniques.
Applying the Kaizen Method and the 5S Technique echnique in Product Production ion Plannin Planning g I. INTRODUCTION
“Experience is the toughest teacher because first you take the test and second second you you are taught taught the lesson lesson.” .” – Vernon Vernon Sander Sanders s Law. All over the world the Kaizen techniques have been particularly distinguished as the best methods of performance improvement within companies since the implementing costs were minimal. minimal. It is nowadays more than ever that the relationship between manager and employee is crucial and the Kaizen techniques have a major contribution to the reinforcement of this relationship since the achievements of a company are the result of the mixed efforts of each employee. These methods bring together all the employees of the company ensuring the improvement of the communication process and the reinforcement of the feeling of membership. Presently, considering the global phenomenon, we can notice that, in the field of car industry, the products and services are comparable
to one another, the life cycle of products is more and more reduced whereas the service intervals are more and more extended. Under these circumstances, the increase of service quality provided to clients has become a desideratum that the organization cannot get and improve the performance level without. The Kaizen management originates in the best Japanese management practices and is dedicated to the improvement of productivity, efficiency, quality and, in general, of business excellence. The Kaizen methods are internationally acknowledged as methods of continuous improvement, through small steps, of the economical results of companies. The small improvements applied to key processes will generate the major multiplication of the companys profit while constituting a secure way to obtain the clients loyalty/fidelity. The companies that want to have performance must keep their leading position on the market by increasing the quality level of the services provided, reducing costs and last, but not least, motivating the whole staff in order to implement the concept of performanceoriented organization. Within the present economical context, cost reduction is one of the major objectives. Kaizen is a solid strategic instrument which is used to achieve and overcome the companys objectives. The 5S techniques are fundamental techniques which allow the increase of efficiency and productivity while ensuring a pleasant organizational climate. The Kaizen methods methods and techniques techniques are valuable valuable instruments instruments that can be used to increase productivity, to obtain the competitive advantage and to rise the overall business performance on a tough competitive competitive market like like the one in the European European Union. Union. We must permanently think of the fact that the way in which we fulfill even the daily tasks today is not the most efficient way to perform. Therefore, we must continuously look for new ways of achieving our objectives in the easiest manner and, of course, at the lowest costs. We will further present some definitions which will help us
get familiar with the Kaizen concepts: • KAIZ KAIZEN EN = CONTI CONTINU NUOU OUS S IMPRO IMPROVE VEME MENT NT • KAI = CHANGE • ZEN = GOOD (to better) • GEMBA EMBA – the the real real plac place e wher where e each each empl employ oyee ee work works, s, the the place where we add value indeed. • PDCA PDCA – the the cycle cycle Plan Plan,, Do, Do, Check Check,, Act Act in in order order to stan standa dard rdiz ize e and prevent the reoccurrence of nonconformities • SDCA SDCA – the the cycl cycle e Stan Standa dard rdiz ize, e, Do, Do, Chec Check, k, Act Act
5S TECHNIQUE S1-SEIRI-Sort •
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Red labels have been applied to all marks which were not necessar necessary y during during the activi activity ty within within the tin tin service service shop; shop; All useless things have been sorted and eliminated Approximately 700 away;
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scantlings
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been thrown
The causes that led to the scantling accumulation have been analysed. Rules specific to this activity have been stated and are to be implemented.
BEFORE
BEFORE
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S2-SEITON-Order All obj objects ects whic which h wer were e plac placed ed inapp nappro rop priat riatel ely y hav have bee been n taken taken invento inventory ry of. •
The locations of all objects necessary in the wor workshop have ave been een defi defin ned and and marke arked. d. •
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Colors have ave been used to mark the different areas.
The access, storing estab establi lish shed ed and and marke marked. d. •
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working
areas
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The arranging way has been set according to destination and degr egree of usag sage. •
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S3-SEISO •
Clean Cleaning ing and distu disturba rbanc nce e detect detectio ion. n.
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All offices in the area have been cleaned as well as the comp comput uter er moni monito tors rs and and the the key key boar boards ds.. The The supp supply ly wir wiring ing has been een red redone. one. The The supp supply ly con connect nectiion wiri wirin ng for for the the com communi munica cati tion on serv server ers s has been een redo edone, the loc location ion and and sto store place ace ha has been een changed.
KANBAN K a n b a n p r i n c i p l es es
Kanb Kanban ans s main maintai tain n invent inventory ory levels levels produce and deliver a new ship consumed. These signals are t replenishment cycle and bring extr suppliers and buyers. Logistic control system Implemented at Toyota Date implemented 1953 Purpose
Kanban ( ( )?) (lit (liter eral ally ly sign signbo boar ard d or bill billbo boar ard d in Japa Japanes nese) e) is a schedu scheduli ling ng syste system m for lean lean and justjust-in in-ti -time me (JIT (JIT)) production. production. Kanban is a system to control control the logistical logistical chain from a production production point point of view, and and is a inventory inventory control control system. Kanban was developed developed by Taiichi Taiichi Ohno, Ohno, an industrial industrial
engineer engineer at Toyota, as a system to improve improve and maintai maintain n a high level of production. Kanban is one method to achieve JIT. Kanban became an effective tool to support running a production system as a whole, and an excellent way to promote improvement. Problem areas are highlighted by reducing the number of kanban in circulation. One of the main benefits of kanban is to establish establish an upper upper limit limit to the work in progress progress inventory, avoiding overloading of the manufacturing system.
Origins In the late late 1940s, Toyota Toyota started started studyin studying g superma supermarke rkets ts with the idea of applying shelf-stocking techniques to the factory floor. In a supermarket, customers generally retrieve what they need at the required time—no more, no less. Furthermore, the supermarket stocks only what it expects to sell in a given time, and customers take only what they need, since future supply is assured. This observation led Toyota to view a process as being a customer of one or more preceding processes, and to view the preceding processes as a kind of store. The "customer" process goes to the store to get required components, which in turn causes the store to restock. Originally, as in supermarkets, signboards guided "shopping" processes to specific shopping locations within the store. Kanban aligns inventory levels with actual consumption. A signal tells a supplier to produce and deliver a new shipment when material is consumed. These signals are tracked through the replenishment cycle, bringing visibility to the supplier, consumer, and buyer. Kanban uses the rate of demand to control the rate of production, passing demand from the end customer up through
the chain of customer-store processes. In 1953, Toyota applied this logic in their main plant machine shop.
Operation
One key indicator of the success of production scheduling based on demand, p u s h i n g , is the the abil ability ity of the the demanddemand-fore forecast cast to create such a p u s h . Kanban, by contrast, contrast, is part of an approach approach where the "pull" comes from demand. Re-supply or production is determined according to the actual demand of the customer. In contexts where supply time is lengthy and demand is difficult to forecast, often, the best one can do is to respond quickly to observed demand. This situation is exactly what a kanban system accomplishes, in that it is used as a demand signal that immediately travels through the supply chain. This ensures that intermediate stock held in the supply chain are better managed, and are usually smaller. Where the supply response is not quick enough to meet actual demand fluctuations, thereby causing potential lost sales, stock building may be deemed more appropriate, and is achieved by placing more kanban in the system. Taiichi Ohno stated that, to be effective, kanban must follow strict rules of use. Toyota, for example, has six simple rules, and close monitoring of these rules is a never-ending task, thereby ensuring that the kanban does what is required.
Toyo ta's ta's Six Rules •
Later process picks up the number of items indicated by the kanban at the earlier process.
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Earlier process produces items in the quantity and sequence indicated by the kanban. No items are made or transported without a kanban. Always attach a kanban to the goods. Defective products are not sent on to the subsequent process. The result is 100% defect-free goods. Reducing the number of kanban increases the sensitivity.
Kanban cards K a n b a n c a r d s are a key component of kanban and they signal the need to move materials within a production facility or to move materials materials from an outside outside supplier supplier into into the production production facility. The kanban card is, in effect, a message that signals depletion of product, parts, or inventory. When received, the kanban triggers replenishment of that product, part, or inventory. Consumption, therefore, drives demand for more production, and the kanban card signals demand for more product—so kanban cards help create a demand-driven system.
It is widely widely held held by propon proponents ents of of lean prod product uction ion and manufacturing that demand-driven systems lead to faster turnarounds in production and lower inventory levels, helping companies implementing such systems be more competitive. In the last few years, systems sending kanban signals electronically have become more widespread. While this trend is leading to a reduction in the use of kanban cards in aggregate, it is still common in modern lean production facilities to t o find use of kanban cards. In Oracle ERP (enterprise resource planning) software, kanban is used for signalling demand to suppliers through email notifications. When stock of a particular component is depleted by the quantity assigned on kanban card, a "kanban "kanban trigger" is is created (which (which may be manual manual or automatic), a purchase order is released with predefined quantity for the supplier defined on the card, and the supplier is expected to dispatch material within a specified lead-time.
Kanban cards, in keeping keeping with the principles principles of kanban, kanban, simply convey the need for more materials. A red card lying in an empty parts cart conveys that more parts are needed.
ThreeThree - bin sys tem An example of a simple kanban system implementation is a "three-bin "three-bin system" for the the supplied supplied parts, where where there is no inhouse manufacturing. One bin is on the factory floor (the initial demand point), one bin is in the factory store (the inventory control point), and one bin is at the supplier. The bins usually have a removable card containing the product details and other relevant information—the classic kanban card. When the bin on the factory floor is empty (because the parts in it were used up in a manufacturing process), the empty bin and its kanban card card are returned returned to the factory factory store (the inventory inventory control point). The factory store replaces the empty bin on the factory floor with the full bin from the factory store, which also contains a kanban card. The factory store sends the empty bin with its kanban kanban card to the supplier. supplier. The supplier’ supplier’s s full product product bin, with its kanban card, is delivered to the factory store; the supplier keeps the empty bin. This is the final step in the process. Thus, the process never runs out of product—and could be described as a closed loop, in that it provides the exact amount required, with only one spare bin so there is never oversupply. This ’spare’ bin allows for uncertainties uncer tainties in supply, use, use , and transport in the inventory system. A good kanban system calculates just enough kanban cards for each product. Most factories that use kanban use the coloured board system (heijunka box).
Electron Ele ctron ic kanba kanban n Many manufacturers manufacturers have have implemented implemented Electronic Electronic kanban (sometimes referred to as E-kanban) systems. These help to eliminate common problems such as manual entry errors and lost cards. cards. E-kanban systems systems can be integrated integrated into enterprise enterprise resource resource planning (ERP) systems, systems, enabling enabling real-time demand demand signaling across the supply chain and improved visibility. Data pulled from from e-kanban systems systems can be used to optimize optimize inventory inventory levels by better tracking supplier lead and replenishment times. E-kanban is a signaling system that uses a mix of technology to trigger the movement of materials within a manufacturing or production production facility. facility. Electronic Electronic kanban differs differs from traditional traditional kanban in that it uses technology to replace traditional elements such as kanba kanban n card cards s with with barcod barcodes es and electro electronic nic messages. messages. A typical electronic kanban system marks inventory with barcodes, which workers scan at various stages of the manufacturing process to signal usage. The scans relay messages to internal/external stores to ensure restocking of products. Electronic kanban often uses the internet as a method of routing messages to external suppliers and as a means to allow a real time view of inventory, invent ory, via a portal, throughout the supply chain. Organi Organizati zations ons such as the the Ford Ford Motor Motor Company Company and Bombard Bombardier ier Aerospac Aerospace e have used used electron electronic ic kanban kanban systems systems to improv improve e processes. Systems are now widespread from single solutions or bolt bolt on modules modules to ERP systems. systems.
Types of kanban systems In a kanban kanban system, adjacent upstream upstream and and downstream downstream workstations communicate with each other through their cards, where each container has a kanban associated with it. The two most important types of kanbans are: •
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Production (P) Kanban: A P-kanban, when received, authorizes the workstation to produce a fixed amount of products. The P-kanban is carried on the containers that are associated with it. Transportation (T) Kanban: A T-kanban authorizes the transportation of the full container to the downstream workstation. workstation. The The T-kanban is also carried carried on the containers containers that are associated with the transportation to move through the loop again
Kanban is another framework used to implement agile. Back in the 1940s, Toyota optimized its engineering process by modeling it after how supermarkets stock shelves. Supermarkets stock just enough product to meet consumer demand, a practice that optimizes the flow between the supermarket and the consumer.
Because inventory levels match with consumption patterns, the supermarket gains significant efficiency in inventory management and optimizing for the customer. When Toyota brought that idea to it’s factory floors, teams (such as the team that attaches the th e doors to the car’s frame) would deliver a card, or "kanban", to each other (say, to the team that assembles the
doors) to signal that they have excess capacity and are ready to pull more materials.
Although the signaling technology has evolved, this system is still at the core of "just in time" manufacturing today. •
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Kanban does the same for software teams. By matching the amount of work of work in progress to the team’s capacity, kanban gives teams more flexible planning options, faster output, clear focus, and transparency throughout the development cycle. Flexibility in planning A kanban team is only onl y focused on the work w ork that’s actively in progress. Once the team completes a work item, they pluck the next work item off the top of the backlog backlog.. The product owner is owner is free to re-prioritize work in the backlog without disrupting the team, because any changes outside the current work items don’t impact the team.
As long as the product owner keeps the most important work items on top of the backlog, the development team is assured they are delivering maximum value back to the business. So there’s no need for the fixed-length iterations you find in scrum.
Minimizing cycle time
Cycle time is a key metric for kanban teams. Cycle time is the amount of time it takes for a unit of work to travel through the teams workflow–from the moment work starts to the moment
it ships. By optimizing cycle time, the team confidently forecast the delivery of future work.
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Overlapping skill sets lead to smaller cycle times. When only one person holds a skill set, that person becomes a bottleneck in the workflow. So teams employ basic best practices like code review and mentoring help to spread knowledge. Shared skills mean that team members can take on heterogeneous work, which further optimizes cycle time. It also means means that if if there is a backup of of work, the the entire team team can swarm on it to get the process flowing smoothly again. For instance, testing isn’t only done by QA engineers. Developers pitch in too! In a kanban framework, it’s the entire team’s responsibility to ensure work is moving smoothly through the process.
Efficiency through focus
Multitasking kills efficiency. The more work w ork items in flight at any given time, the more context switching, which hinders their path path to completion. completion. That’ That’s s why a key tenant of kanban is to limit the amount of work in progress (WIP). Work-inprogress limits highlight bottlenecks and backups in the team’s process due to lack of focus, people, pe ople, or skill sets.
For example, a typical software team might have four workflow states: to do, in progress, code review, and done. They could choose to set a WIP limit of 2 for the code review
state. That might seem like a low limit, but there’s good reason for it: code that hasn’t been reviewed not only hasn’t shipped yet, but may need significant re-work before it is ready to ship. So it’s important to take action on code reviews right away, and setting a WIP limit helps the team hold themselves accountable to that. It forces the team to knock out those reviews reviews before before pulling pulling in new work.
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One of kanban’s kanban’s core values is continuous continuous improveme improvement. nt. But how do teams ensure they’ the y’re re continuing to improve? One word: visuals. When the team can c an see data, it’s easier to spot bottlenecks in the process (and remove them!). Two common reports reports kanban teams use use are control charts and cumulative cumulative flow diagrams.
A control chart shows the cycle time for each issue as well as a rolling average for the team.
ProTip: ProTip: The team’s team’s goal is to reduce reduce the amount of time time an issue takes to move through the entire process. Seeing the average cycle time drop in the control chart is an indicator of success.
A cumulative flow diagram shows the number of issues in each state. The team can easily spot blockages by seeing the number of issues increase in any given state. We can see in the chart below the amount of code waiting to be merged (red) significantly increases over time. This creates a bottleneck that denies the customer of features and fixes that have already built, and increases the likelihood of massive
integration integration conflicts conflicts when when the work does does get merged upstream.
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In the example above, the team realizes the backup just before 1 September and quickly swarms to bring the amount of un-merged code back down to an acceptable level.
Moving toward continuous delivery
We know that continuous integration –the practice of building and validating code incrementally throughout the day–is essential for maintaining quality. Now let’s meet CI’s older, more sophisticated cousin: continuous delivery (CD). This is the practice of releasing work to customers frequently–even daily or hourly.
Kanban and CD beautifully complement each other because both techniques focus on the just-in-time (and o n e -at-a-time) -at-a-time) delivery of value.
The faster a team can deliver innovation to market, the more competitive their product will be in the marketplace. And kanban teams focus on exactly that: optimizing the flow of work out to customers.
SIX SI X SIG SI G M A Six Sig Six Sigma ma is a set of te techn chniq iques ues and to tool ols s for for pro proces cess s improvement. It was developed by Motorola in 1986. Jack Welch made it central to his business strategy at General Electric in 1995.[3] Today, it is used in many industrial sectors. [4] Six Sigma seeks to improve the quality output of process by identifying and removing the causes of defects and minimizing variability in manufacturing and business processes.. It uses a set of quality processes of quality management methods, mainly empirical, statistical methods, methods, and creates a special infrastructure of people within the organization ("Champions", "Black Belts", "Green Belts", "Yellow Belts", etc.) who are experts in these methods. Each Six Sigma project carried out within withi n an organi organization zation follows follows a defined defined sequence sequence of steps and has quantified value targets, for example: reduce process cycle time, reduce pollution, reduce costs, increase customer satisfaction, and increase profits. The term S i x S i g m a or orig igin inat ated ed from from term termin inol olog ogy y as asso socia ciated ted with manufacturing manufacturing,, specifically terms associated with statistical modeling of manufacturing processes processes.. The maturity of a manufacturing process can be described by a s i g m a rating indicating its yield or the percentage of defect-free products it creates. A six sigma process is one in which 99.99966% of all opportunities to produce some feature of a part are statistically expected to be free of defects (3.4 defective features / million opportunities), although, as discussed below, below , this defect level corresponds to only a 4.5 sigma level. Motorola set a goal of "six sigma" for all of its manufacturing operations, and this goal became a by-word for the management and engineering practices used to achieve it.
Six Sigma projects follow two project methodologies inspired
by Deming’s Deming’s Plan-Do-Check-Act Plan-Do-Check-Act Cycle. Cycle.
Etymology of "six sigma process" The term "six "six sigma process" comes comes from the notion notion that if one one has has six six stand standard ard devia deviati tion ons s betwee between n the the proce process ss mean mean and and the the nearest specification limit, as shown in the graph, practically no items will will fail to meet meet specifications specifications This is based on on the calculation calculation method method employed employed in process capability capability studies. studies. Capability studies measure the number of standard deviations between the process mean and the nearest specification limit in sigma units, represented by the Greek letter “σ” (sigma). As process standard deviation goes up, or the mean of the process moves away from the center of the tolerance, fewer standard deviations will fit between the mean and the nearest specification limit, decreasing the sigma number and increasing the likelihood of items outside specification. One should also note that calculation of Sigma levels for a process data is independent of the data being normally distributed. In one of the criticisms to Six Sigma, practitioners using this approach spend a lot of time transforming data from non-normal to normal using transformation techniques. It must be said that Sigma levels can be determined for process data that has evidence of nonnormality.
C p k (Process Capability Index) The pr The proc ocess ess cap capab abil ility ity in inde dex x or pr proc ocess ess cap capabi abili lity ty rat ratio io is a statistical measure of process of process capability: capability: the ability of a process to produce output within specification li limi mits ts.. Th The e concept of of process capabil capability ity only holds holds meaning for processes that are in a state of statistical of statistical control. control. Process capability indices measure how much "natural variation" a process experiences relative to its specification limits and allows different processes to be compared with respect to how well an organization controls them. If the upper and lower specification lower specification limits of the process are USL and LSL, the target process mean is T, the estimated mean me an of of the the proce process ss is is an and d the the esti estima mated ted va vari riabi abili lity ty of of the the process (expressed as a standard deviation) deviation) is .
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Estimates what the process is capable of producing, considering that the process mean may not be centered between the specification limits. (If the process mean is not centered, overestimates process capability.) if the process mean falls outside of the specification limits. Assumes process output is approximately normally distributed.
Process Capability) C p ( Process
A process is a unique combina combination tion of tools, tools, materials, materials, methods, and people engaged in producing a measurable output; for example a manufacturing line for machine parts. All processes have inherent statistical variability which can be evaluated by statistical methods.
The process capabil capability ity is a measurab measurable le property property of a process to the specification, expressed as a process capability index or as a process performance index. index. The output of this measurement is usually illustrated by a histogram and calculations that predict how many parts will be produced out of specification (OOS). Two parts of process capability are: 1) measure the variability of the output of a process, and 2) compare that variability with a proposed specification or product tolerance.
Measure the process The input of a process usually has at least one or more measurable characteristics that are used to specify outputs. These can be analyzed statistically; where the output data shows a normal distribution the process can be described by the process mean and the standard deviation. deviation. A process needs to be established with appropriate process controls in place. A con contr trol ol ch chart art analysis is used to determine whether the process is "in statistical control". If the process is
not in statistical control then capability has no meaning. Therefore the process capability involves only common cause variation and not special cause variation. variation.
A batch of data needs to be be obtained obtained from the the measured output of the process. The more data that is included the more precise the result, however an estimate can be achieved with as few as 17 data points. This should include the normal variety of production production conditio conditions, ns, materials, materials, and people people in the process. With a manufactured product, it is common to include at least three different production runs, including start-ups .
The process mean and standard deviation are calculated. With a normal distribution, the "tails" can extend well beyond plus and minus three standard deviations, but this interval should contain about 99.73% of production output. Therefore for a normal distribution of data the process capability is often described as the relationship between six standard deviations and the required specification.
Capability study The output of a process is expected to meet customer requirements, specifications specifications,, or engineering or engineering tolerances. tolerances. Engineers can conduct a process capability study to determine the extent to which the process can meet these expectations. The ability ability of a process to meet meet specification specifications s can be expressed as a single number using a process capability
index or it can be assessed using control charts. charts. Either case requires running the process to obtain enough measurable output so that engineering is confident that the process is stable and so that the process mean and variability can be reliably estimated. Statistical process control defines techniques to properly differentiate between stable processes, processes proces ses that are drifting drifting , and process processes es that are growing growing more variable. Process capability indices are only meaningful for processes that are stable.
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......................................................................... Estimates what the process is capable of producing if the process process mean were to be be centered between the the specification specification limits. Assumes process output is approximately normally distributed.
Im po rta rtant nt Op e ra rati tio o ns P e r fo f o r m e d In R in i n g P la l an t R O UG U G H G RI R I N DI D IN G When a fresh lot is is brought from from the foundary foundary department department the rings rings surface is not properly properly finished finished.. Its surface is too too rough to be used in an engine. At this stage the axial height of the ring is altered with the help of a grinding machine in which two wheels are running in opposite directions directions and a ring is fed inside inside it due rubbing rubbing action action the axial height of the ring is reduced. In this machine we also use lot of lubricating because enormous amount of heat will be produced which could easily increase the rejection rejection and more wear and and tear of the machines. Though the the ring obtained is still not in very good dimensions but it is the most important step of production.
SEM II-FI FINISH NISH GR I ND I NG It is a one step further in the process. Here the axial height is reduced more more to bring close close the tolerance tolerance limit of the the ring.
In this process we also a lso use two grinders running in opposite directions but here we use grinding wheels having more finished surface so that the ring obtained is having lesser axial height value and the tolerance is shrinked. There is one more difference that is the feeding system. Here the feeding system is having a big rotating magnetic disc on which the ring is attached and is fed to the wheels.
FINISH FI NISH GRINDE R This is the final process in grinding. Here the machine position has been changed changed now the grinders grinders are placed placed in horizontal horizontal plane and we use a disc having holes of size of the ring which is to be made and then it is fed inside the grinder. There are different sized plate for different rings and the operator is required to change the disc for every different ring to be finished. The machine used is a CNC machine which makes the task very easy and it could be run easily by a single worker because one doesnt have to change the parameters again and again which alters due to rubbing of the grinding wheels and disc.
CA M TURNING TURNING It is the first process on line which is to be done on the outer diameter of the ring in in which a cam turning turning machine machine works on the outer diameter of the ring and giving a more finished surface to outer diameter and decreases the tolerance limit. There are two types of machines in the company one is DIMACO which is an older machine and worker has to do all the settings manually and another one is WAYSIA in which the worker w orker have to adjust the value with the help of apindle given to adjust the value.
DIMACO
WAYSIA
GA P CUTTING CUTTING When the ring ring is brought brought from foundary foundary there is no gap cut cut in the ring, as we know that there is a cut in between the ring so that it can be clamped over the piston easily. So at this machine gap is cut between the rings. As like cam turning it is also als o having two machine, one is DIMACO in which there are two rotating blades and another one is WAYSIA In which there is only one rotating blade.
DIMACO
WAYSIA
BORING In this process we make the inner side of the ring or we could say that we will be doing inner diameter of the ring. In this process a spindle having small tools at its end are allowed to rotate inside the ring which gets their power from electric motors. In this process the spindles are rotated at a speed of 200 r.p.m. Which further finishes the ring and reduces its tolerance.
HONING It is a further process process for the the outer diameter diameter of the ring. ring. In this process process a reciprocating motion of the sleeve results in the decrease of the outer diameter of the ring which further increases the finish of the ring.
DE-MAGNETISING After going through so many processes there is some magnetic effect produced in the rings which is totally undesirable. Therefore to remove such type of effect a De-magnetising machine is used.
U L TR T R A S ON O N I C C L EA E A N IN IN G As we know that while grinding the rings get dirty due to action of lubricants. Therefore to clean them up we use ultra sonic cleaning in which high frequency ultrasonic waves are used to clean the rings.
STRESS REL I EVING Due to different processes the ring might get slightly twisted and have some extra tension in it. Therefore to remove this tension some weight is kept over the ring to remove the extra tension and the ring is no more twisted.
PARKERIZING It is a process of coating the rings with phosphorus which act as a very important important part part for the ring. ring. When the ring is first time run in an engine the phosphorus layer acts as a lubricating by melting and protects the ring from wear and tear while running first time.
CHROMING In this process the rings are coated with chromium with the help electrochemical process.
PROCESS A process is a collection of interrelated work tasks initiated in response to an event that achieves a specific result for the customer of the process. Adding Adding more specific detail detail to that general definitio definition: n:
that achieves a specific result: must deliver a specific result this result must be individually identifiable and countable a good process name clearly indicates the result or end state of the process for the the customer customer of of the process: process: a customer receives the result or is the beneficiary of it the customer can be a person or an organization customer can be identified and can pass judgment on the result and process customer point of view helps identify and name the process accurately initiated in response to a specific event: the process must be initiated in response to a specific event multiple events can initiate a process having an event AND a result allows the tracing of the sequence of tasks that turns the event into the result work tasks: a collection of actions, activities, steps or tasks make up a business process a step in the initial workflow will probably be divided into more detailed steps later a collection of interrelated: the process process steps must relate relate to each other other
interrelationship is through sequence and flow...the completion of one step leads to (flows into) the initiation of the next step also interrelated by dealing with the same work item
A process is a very importan importantt parameter because if dont dont know how how to make a raw material into a useful product which is told by a process pr ocess then there would be no benefit of that raw material.
VARIATION No two products or characterstics are exactly alike. A process contain contain many many sources of of variability. variability. The difference among products may be large, or they may be immeasurably small, but they are always present.
Causes Of Variation C h a n c e( e ( o r c o m m o n ) v a r ia i a t io io n
Many sources sources of little variation variation within within a process process that has a stable stable and repeatable distribution over time. The process output is predictable.
Special( Specia l(or or assign able) caus ca us es
Single source causing high variation that makes the process distribution change. The process output is unpredictable. There are are generally generally two types types of variatio variations;ns;1) Total Process VariationVariation- in this type type the variation variation is due to to the whole whole process rather than a single cause. 2) Measurement Measurement Process Process VariationVariation- the variation variation is due due to the the error in measurement measurement process process i.e. the the measurement measurement processes processes are not under control.
A NA N A L YS Y S IS O F P R OC O C ES E S S C A P A B IL IT IT Y O F R O U G H G R IN D E R M A CH C H IN E A ND ND STUDY OF R E A SO S O N S F O R R E J EC E C T IO N IN IT
T YP YPE E OF RE REJECT JECTIIONS Frequent Rejections Rejections In The Ring Are:A re:1) AXIAL HEIGHT DOWN In this defect the axial ax ial height of the ring is observed obser ved to be down i.e. the axial height is reduced more than the desired. This is generally observed due to more pressure exerted by the spindles, or there is play in the spindles. Other reason may be that the micrometre isnt caliberated.
2)
RING BROKEN In this type of defect the ring obtained after grinding are broken. This is generally observed due over pressure, the worker is not alert and the the gap between the the plates at exit is less which results results in breakage of the ring. An another reason could be that the guide plate setting is not done properly.
3)
BAD FACE In this type of defect the face of the rings is not properly finished and is having burrs over its surface. This is observed observed when the grinding grinding wheel wheel is totally totally blunt, or the dressing is not done regularly or properly.
4)
BURNT RING Sometime due to excessive amount of heat the ring obtained is burnt slightly, which causes the permanent deformity in the ring. This generally occurs due to lack of flow of coolant in the machine or the flow is not proper. Which has to be taken measure by the worker.
5)
SCRATCH Sometime some scratches are obtained on the surface of the rings. This is general generally ly obtained obtained due to the bad surface surface of the grinding wheel, or improper dressing.
S o m e O th t h e r M in i n o r Re R e j ec e c t io i o n s A r e: e: - • • • • • • • • •
Poor roughness at the Sand blasting Staggering Gun Movement Poor storage of mandrels Run out Occurrence of unmelts Irregular Coating thickness Machine Knowledge among operators Gap chip off Outer Diameter Edge Breakage
PERIMETERS PERI METERS TO REMO VE REJ ECTI ECTION ON 1)Tools should be properly and regularly caliberated. 2) Play within the the spindles spindles should should be checked checked within within 2-3 months. 3)Ensure proper flow of coolant. 4)Workers should be alert while working. 5)Use of lubrication for the spindles 6)Maintenance of the machine should be done regularly. 7)Dressing should be done properly and at regular interval of time.
